Stretching the rules
A tight job market makes firms more flexible in defining the workplace
Autodesk faced a tough choice: Lose Catherine Crosbie and her husband, both hardworking, valuable employees, or accommodate their somewhat peculiar workplace needs.Skip to next paragraph
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The couple wanted to continue working for the San Rafael, Calif., high-tech firm, but they wanted to keep their distance - 200 miles of it.
They were moving to Reno, Nev., a place that rates high in quality of life, low in cost of living, and nowhere on the list of places where Autodesk has offices.
Nonetheless, the company agreed to keep Ms. Crosbie and husband Adam Felt, surprising even them.
"I was fully convinced I was going to have to quit my job," says Crosbie, a software tester who has been telecommuting since last fall. "I couldn't ask for more. I'm getting my dream job and working from my home."
Just a few years ago, such an arrangement would have been unheard of. But as the economy has changed, so has the job market.
Companies face increasing pressure to recruit and retain top talent. And that makes them increasingly responsive to meeting employees' needs. And flexibility tops the list.
Not only are businesses granting flexible work arrangements to veteran workers, they're also handing flexible schedules to new hires.
No doubt companies have a long way to go in giving workers more control over their time. But they're starting to get the picture.
"Companies are more receptive to flexibility," says Nadine Mockler, co-founder of Flexible Resources, a Cos Cob, Conn. firm that places people in flexible jobs.
"I don't think they start out thinking it's a smart idea," she says, "but companies can't find people to hire, so they're almost forced into it."
In an era of two-income families, flexibility - whether that means flexible start and stop times, working from home or part time - is increasingly important to the American worker.
"Time is just more valuable than money right now," says Roy Young, director of the Los Angeles office of Flexible Resources.
A survey by the company last year of more than 500 women clients seeking flexible work arrangements found that 64 percent had already quit or were planning to quit their jobs because of lack of flexibility.
"Every employer we work with has done an internal survey [on flexibility], and it comes back loud and clear that employees are going to leave if they don't get it," says Barney Olmstead, co-director of New Ways to Work, a San Francisco consulting firm.
Take Cathy Berey.
For almost six years she worked 60-hour weeks as vice president of human resources at Ames Department Stores based in Rocky Hill, Conn.
Her banker husband also clocked long hours, and with three small children, home life was hectic.
"We thought, 'Do we really want our children in child care everyday from 7:30 in the morning until 7 at night?' " says Ms. Berey, who has an eight-year-old and four-year-old twins. "I also didn't want to entirely give up my career because I like what I did."
So in March, she took a job working three days a week as the human-resources manager for Icon Office Solutions, an office supply firm in Glastonbury, Conn.
As the number of companies offering flexible-work options continues to rise - so does usage.
In a recent survey, 61 percent of 1,800 US companies said they offer some sort of flexible work arrangement, up from 40 percent in 1993, according to William M. Mercer, a human resources consulting firm based in Lincolnshire, Ill.
At Hewlett Packard in Palo Alto, Calif., as many as 500 employees job share - a 10 percent increase over the past year. And 10 percent of the computermaker's 67,000 US employees telecommute on a regular basis - nearly a 25 percent jump in the past year.