Feature: Homeworking – benefit or burden?
UK employers remain skeptical about homeworking despite its potential benefits. While two-thirds of employers fear productivity losses, only 46% currently offer remote work arrangements, even though surveys show it improves work-life balance. Teleworking requires clear contractual agreements on work location, hours, equipment, and expense allowances.
Reversing a flexible working arrangement
Once a flexible working arrangement becomes a permanent contract variation, employees wishing to revert to their original terms face no automatic right to reverse it. However, employers should consider such requests carefully, as refusing to accommodate a return to full-time work could breach part-time worker protections and damage employee relations.
Less than half UK workforce able to work flexibly
Less than half of UK employees have access to flexible working arrangements, with workers logging Europe’s longest hours at 43.6 per week. The TUC and Industrial Society launched new resources to promote work-life balance policies that benefit both employers and staff.
Industrial Society: Cut absenteeism by being more flexible
Flexible work arrangements including remote work options and flexible hours can significantly reduce employee absenteeism, according to Industrial Society research showing absence dropped from 8 to 6.5 days annually when these policies were implemented.
Women who mean business
Dr Mo Mowlam discusses women’s equality and economic potential with The Adelaide Group, highlighting that while women comprise nearly half the workforce, only 3% hold executive director positions in Britain’s quoted companies. The government is implementing legislation to support work-life balance and address the gender pay gap.
Flexibility and the right work-life balance deliver real business benefits
A new study reveals that flexible working policies deliver measurable business benefits including lower absenteeism, higher staff retention, and increased productivity. However, managers’ negative perceptions often create obstacles, and organizations achieve better results when flexible working is formalized as company policy rather than handled through informal individual negotiations.
