How I Sold Flex to Management

DeVry’s CEO was skeptical, says the Nancy Johnson, Sr. Director Talent Management, but most managers were supportive, and ultimately she did sell management on flex.

Johnson shared her flex tips at World at Work’s Total Rewards conference held recently in San Diego.

How Johnson Sold Flex as a Business Strategy

First of all, flexibility had been the #1 employee request every year for years, so it had that going for it. However, management needed to see clearer business reasons for the program.

In addition, the current informal system was frustrating to employees and managers, and it was inconsistent in its application.

Johnson hit management with the following other points in favor of flex:

Talent management—

• competitive advantage
• broader talent pool
• reduced turnover
• more women in leadership pipeline

Engagement—

• Increased employee satisfaction and commitment
• Better engagement
• Better company performance
• Increased shareholder value

Productivity—

• Increased output
• Increased efficiency and effectiveness
• Higher quality and customer service metrics
• Better staffing and coverage

Cost savings—

• Reduced real estate costs due to teleworking
• Reduced stress and related medical expenses
• Reduced turnover

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Current System Inconsistent and Informal

Johnson described DeVry’s current system as:

• One-off, ad hoc, individualized approach
• Inconsistent
• Personal accommodation
• No integrated, business-based resources and tools
• Abuse issues
• Equity issues

The desired system was described as a “well-communicated, consistent process for providing employees with flex options that contribute to organization and personal success.” Key factors:

• Business solution and talent management tool. The starting point is the business, not the employee.
• Reason-neutral. It’s not about why the employee wants flex; approval or denial is based on business requirements and individual performance.
• Formalized, more structured, eliminating the inconsistency
• Employees take responsibility for initiating and for result
• Managerial approach. The interaction is between the employee and the manager.
• Clear, equitable process. Well-communicated, well-understood.

One particularly important element, says Johnson, was setting up a system that was between managers and employees—they didn’t want HR to have to come between that interaction.

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