1. Based on Unilever\'s Agile Working program, what else can human resource prof
ID: 392636 • Letter: 1
Question
1. Based on Unilever's Agile Working program, what else can human resource professionals do to facilitate work–life balance in organizations? What other opportunities could Unilever offer its employees to enhance work–life balance?
2. What is your opinion of Agile Working? Do you think there are any disadvantages associated with this flexible work arrangement?
In an effort to stay on the cutting edge of positive employment practices, the Anglo-Dutch consumer products firm Unilever recently created a new policy that grants flexible work arrangements to 100,000 individuals. This number represents almost all of the company's employees, minus some production workers who operate in factories. A trial run of the Agile Working program was conducted at one worksite, which led to the introduction of the process to many thousands of other employees several years later. There are plans to offer the program to select factory workers. Unilever also purchased equipment such as laptops, webcams, and smartphones to help individuals complete their work outside of the office. Employees have responded favorably to the technology, indicating that it helps them function effectively from remote locations.
These changes required a whole new way of thinking in the company, and the leadership approach that was used to guide human resources was changed dramatically. For example, managers pay less attention to some of the more traditional requirements and standards of work, such as looking good, working long hours, and having good attendance. Instead, they focus on how well employees complete their work based on expected results.
The managers at Unilever sold the idea of Agile Working by focusing on a number of points:
• Videoconferencing and other distance communication would cut travel costs.
• Technology enhancements would help improve workplace efficiency and effectiveness.
• The physical office requirements in different facilities would be decreased significantly.
• Employee job satisfaction should increase based on a more concerted focus on work–life balance.
• Flexible work opportunities should enhance worker engagement and retention.
The results of the program have been positive overall. Employees claim to be more satisfied on the job, and the company has enjoyed stronger hiring trends. Workers also report being healthier and less stressed out about their employment situations.
QUESTIONS
1. Based on Unilever's Agile Working program, what else can human resource professionals do to facilitate work–life balance in organizations? What other opportunities could Unilever offer its employees to enhance work–life balance?
2. What is your opinion of Agile Working? Do you think there are any disadvantages associated with this flexible work arrangement?
Explanation / Answer
Answer: The human resource professionals can facilitate work–life balance in organization by checking with employees on their daily needs at work, offer trainings to the employees, help employee with telecommuting, encourage employees to work efficiently rather focusing on more work, offer flextime policies, etc. The Unilever can provide videoconferencing facility from home to employee, encourage employee wellness programs, flexible work opportunities, increase in employee job satisfaction, employee friendly policies, incentives on job well done (when supporting business from home), focus on employee retention and productivity, organize events to reduce work stress, etc.
Answer: Agile working is the approach which empowers the workforce in an organization as they can decide the way they want to work. This offers them more flexibility and less hindrance for the productivity. One thing having flexible work arrangement is to maintain a right balance otherwise it may lead to guilt, for example, not able to perform child care, not able to spend quality time with family when needed, Boss calling during late hours, may create wrong perception about the person who does not understand this concept, too much of cost involved for the virtual communication with the employees working from home, too much of facility may lead to poor performance and employee may get into unethical lifestyle, no clear distinction among home and work, etc.
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