Despite the mountain of data to support workshifting, many companies are challenged to get a viable workshifting program in place. I believe it's because they are looking for a detailed road-map, and it's impractical to provide that level of detail.
The reason, every business and every business culture are unique. Yes, there are general similarities: employees, customers, revenue, and all the other obvious attributes of a sustainable business, but that's where much of the similarities end. The common thread, no matter how diverse the business, is the intense desire from employees to workshift, and the willingness from management to learn how to make it happen.
The basic workshifting framework will help you develop the business case needed to roll out a pilot program.
First, clearly define the objective and the problem that will be solved by implementing the program. If you are not clear as to the value of the program, the organization will not be either.
Next, define success and how it will be measured. Then identify the people and resources you'll need to make this happen. As you identify people and resources, start to list the obstacles. In other words, what are your blockers?
Once identified determine if the blockers are perceived or actual. For example, do you know unequivocally that your organization values butt-in-seat time over all else? Sometimes the obstacle appears to loom large, but may only exist in the mind of a small handful of people. If my example rings true with you, then you need to demonstrate productivity gains, improved real-estate efficiency, etc.
Next, identify a small group of employees that would like to participate in the program. Once complete, you're ready to being socializing the pilot with the stakeholders. Don't stop at socializing; you have to ask for the sale. Get the thumbs up to green light the pilot.
It all sounds very tactical, but it's very important to remember to humanize the process. Start the conversation with your peers. Keep the dialogue moving and ask for honest, actionable feedback. Ignore the trolls, every company has them.
Create a groundswell in your organization. Take responsibility for the outcome and make it happen. Rolling out a workshifting program will be one of the most powerful statements a company will make to their employees. It says, "I believe in your ability," above all else.
Nothing screams confidence more than a company's willingness to hand over the reins to the employees, and trust in their ability to achieve great results, irrespective of their physical location. If you are the person that lead the charge, you are destined to become indispensable.
Quick List:
1. Objective
2. Success
3. Resources
4. Obstacles
5. Volunteers
6. Socialize
7. Sell
In the spirit of collaboration, I encourage you to take this framework, build upon it, and share it. My viewpoint is unique to my experience. To make this meaningful and scalable for the community, add your experience and your voice
The reason, every business and every business culture are unique. Yes, there are general similarities: employees, customers, revenue, and all the other obvious attributes of a sustainable business, but that's where much of the similarities end. The common thread, no matter how diverse the business, is the intense desire from employees to workshift, and the willingness from management to learn how to make it happen.
The basic workshifting framework will help you develop the business case needed to roll out a pilot program.
(click to enlarge)
First, clearly define the objective and the problem that will be solved by implementing the program. If you are not clear as to the value of the program, the organization will not be either.
Next, define success and how it will be measured. Then identify the people and resources you'll need to make this happen. As you identify people and resources, start to list the obstacles. In other words, what are your blockers?
Once identified determine if the blockers are perceived or actual. For example, do you know unequivocally that your organization values butt-in-seat time over all else? Sometimes the obstacle appears to loom large, but may only exist in the mind of a small handful of people. If my example rings true with you, then you need to demonstrate productivity gains, improved real-estate efficiency, etc.
Next, identify a small group of employees that would like to participate in the program. Once complete, you're ready to being socializing the pilot with the stakeholders. Don't stop at socializing; you have to ask for the sale. Get the thumbs up to green light the pilot.
It all sounds very tactical, but it's very important to remember to humanize the process. Start the conversation with your peers. Keep the dialogue moving and ask for honest, actionable feedback. Ignore the trolls, every company has them.
Create a groundswell in your organization. Take responsibility for the outcome and make it happen. Rolling out a workshifting program will be one of the most powerful statements a company will make to their employees. It says, "I believe in your ability," above all else.
Nothing screams confidence more than a company's willingness to hand over the reins to the employees, and trust in their ability to achieve great results, irrespective of their physical location. If you are the person that lead the charge, you are destined to become indispensable.
Quick List:
1. Objective
2. Success
3. Resources
4. Obstacles
5. Volunteers
6. Socialize
7. Sell
In the spirit of collaboration, I encourage you to take this framework, build upon it, and share it. My viewpoint is unique to my experience. To make this meaningful and scalable for the community, add your experience and your voice
