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Case Studies - Flexible Work Practices at Hill Tortora & Co.

Introduction

Job-sharing was introduced by accounting partners Clem Hill and Fred Tortora for the receptionist position at Hill Tortora & Co. almost five years ago. Shared by two people working part-time, the job-share arrangement was such a success that the firm has since negotiated a series of flexible work arrangements with a number of its staff.

Today, of the nine staff employed by the firm, only two work the standard hours of nine to five, five days a week.

The table below illustrates the staffing schedule for the nine staff at Hill Tortora & Co.

These work arrangements have been introduced in response to the needs of staff rather than as a matter of policy.

In the course of recruiting new staff, the firm found that people with the necessary qualifications and experience did not necessarily wish to work full time from nine to five, five days a week due to personal or family commitments. The firm sought a non-monetary solution to the problem of attracting and retaining staff by negotiating a series of flexible work arrangements with a majority of its staff.

Lynette, job-shares the position of receptionist with Bronwyn Lloyd. Working part-time was a choice she made after years of working in a full-time position, where she was working up to sixty hours a week, "I couldn't live without working and didn't want to work full-time again".

Lindsay who is responsible for monitoring company annual returns and maintaining the firm's database, made the decision to return to the workforce after her youngest child started school. Working between 9.30 a.m. and 3.30 p.m. twice a week means she can be at home in the afternoon. Her present working arrangement also enables her to maintain her interest in the sport of golf, playing twice a week.

Calvin, an undergraduate accountant, is completing his University degree. The work arrangements negotiated with the firm enables him to start work later on Tuesdays and Thursdays and finish earlier on Mondays to attend classes.

Pam made the decision to return to the workforce as a practising chartered accountant. With two young children, working two days a week suits her needs.

Julia who is also completing her tertiary qualifications needed the practical experience but could only work one day a week. The firm offered to provide her with training and work experience with the opportunity for a full-time position on completion of her course.

According to Fred Tortora, it's a choice of lifestyle to have a balance of work and leisure. A full time job does not necessarily suit some people. Their frustration and dissatisfaction in a full time job could translate into a decline in efficiency and productivity. Flexible work practices motivate staff to be more productive as they perform better when they are satisfied with their working arrangements.

"Also, I think you tend to retain staff longer by helping them balance their lifestyle and work. They are happier working under these arrangements and are more likely to stay longer."

Both management and staff agree that overall, work arrangements at Hill Tortora & Co. have worked extremely well.

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Why has it worked so well ?

"A lot of it is just organisation" says Fred Tortora, who is responsible for juggling nine staff working a range of different hours and office space for six workstations.

So what makes it work ?

According to staff and management these arrangement have worked so well due to a combination of :

• effective work organisation
• standardised work practices and procedures
• appropriate information technology
• good communication within the organisation
• information sharing
• individual personalities
• the size of the company; and
• a teamwork environment

Lynette Tagg, once strongly sceptical of the benefits of job-sharing, used to question the continuity in a job-share arrangement. She now believes that continuity can be maintained with effective communication between the two people sharing the job. "We relate anything major about the client and anything that happens in the office to each other. I leave copious notes on what has gone on for the last three days". Standard work procedures, compatible personalities and a similar work ethic are other key reasons for the success of this job share arrangement.

Lindsay Barnes, who had once worked with a large multinational company and used its flexible work arrangements, says "it's unique here because everyone likes it. They're used to it. Nobody speaks out against anyone else coming and going at different times of the day, which I think is great. Where I used to work, you always knew, when you walked out at 4.30, or were working three days a week, that somebody didn't like it. They couldn't accept that, which was hard to live with for a while. Here nobody seems to mind as long as the work is done".

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Cost and benefits of flexibility

The implementation of the flexible work arrangements, according to Fred Tortora, have not really been a cost to the company. Whilst labour costs may have increased as a result of negotiating a higher hourly rate of pay, this is something the firm accepts as staff work better under these arrangements.

A key benefit for the firm has been the availability of trained "back-up" staff under these arrangements. When staff are away sick or on leave, other members are able to fill in. The company has found this aspect to be particularly useful in the receptionist/office administration function where the seamless transition has meant minimal disruption to the company's activities. Skilled staff are also on hand to assist during periods when work flow is greater.

One potential problem identified by the firm is the recruitment of staff unsuited to these arrangements. Both staff and management at the firm agree that initiative, commonsense and the right attitude are qualities required of potential employees working under flexible work arrangements. In employing staff without these qualities a company runs the risk of a breakdown in the harmonious working relationship in the workplace.

According to Fred Tortora the future of work is working two to three days a week with a balance between work and commitments outside the workplace.

"I don't think casual or part-time employees or flexible work arrangements are dirty words. There are a lot good people out there with the experience and the qualifications, the fact that they don't wish to work full time should not be a hindrance to employing them. Companies should examine their business to see whether these flexible arrangements could suit their operation."

"We've chosen to do this because we've had good success. At the moment because we have a good quality staff we're happy to continue".