attention catherine owen

Tlw Socisty lor Supply Chain Prafesmlofials

EMPLOYEE-DRIVEN APPROACH FOR ALTERNATIVE WORK ARRANGEMENTS A

lthough diverse or inclusive workplaces

require more than simply facilitating

flexible work arrangements, there is no

doubt that flexibility will go a long way in aftract-

ing, growing and retaining women (and men) in

the workplace.

Speaking on 19 October at a diversity-focused

session of the Women in Manufacturing Cluster,

Jacqueline Gaughan highlighted the power of

flexibility, or as the business prefers to call it,

alternative work arrangements.

The approach advocated by Diversity

Dimensions, where Jacqueline is a senior

diversity consultant and trainer, encour-

ages the employee to drive the process, for

managers to support the process and for them

to work together to achieve mutualiy beneficial

outcomes for both the business and individual.

Jacqueline's incredibly clear and succinct

address suggested four key tips:

Define ftexibility. Many interpretations, defi-

nitions and understandings of flexibility exist.

Identify what you are seeking and communicate

it to your manager.

Be flexible. Think about how you can be

ftexible within your ftexible arrangement.

Jacqueline suggested that you ask yourself

the question "What can I do to be easy to do

business with?"

Manage perception. It's not uncommon for

those working under a flexible arrangement

to be viewed by colleagues and customers as

'unavailable' or 'not working'. Jacqueline suggests

thinking about how you can manage this. Using

terminology like 'off-site' as opposed to 'at

home' may create a better perception. Think

about how you explain absences or unavailabii-

ity to colieagues and clients. Think about how

other people will communicate your alternative

arrangements. For example, staff could indicate

that you are available from 4pm this afternoon,

as opposed to saying you are working at home or

your child's swimming lesson.

Consider your approach. Jacqueline suggest-

ed you look at your alternative work proposai

from a business perspective, not an individual

Speakers at the Women in Manufacturing Cluster workshop on Diversity. Left to right: Michelle de Wet, finance and commercial systems manager, Coca-Cola Amatil; Jacqueline Gaughan, diversity consul- tant. Diversity Dimensions Pty Ltd; Carolyn Gallaway, CEO, Diversity Dimensions Pty Ltd; Miki Cooke, procurement manager, Clorox Australia; Kate Galwey, director. Fusion Executive Pty Ltd.

one. Think about how your desired arrange-

ment will impact the business, your team, your

manager and clients.

With these ideas in mind, Jacqueline then

briefiy shared a '5-stage flexibie work process' that

Diversity Dimensions has created for developing

and maintaining aiternative work arrangements.

Aithough simple, the process provides a clear and

ordered structure to establish and maintain an

arrangement that has longevity and will continue

to benefit the business and the employee.

Jacqueline stressed that Stage 5 -

Maintenance is the most commonly overlooked

stage. Over time, both the business and the

individual's needs and requirements may

change. This means there needs to be regular

communication about how the flexible work

arrangement is working; does it need to be

reviewed and amended. Diversity Dimensions

has worked extensively in the area of flexibility

and has worked with some of Australia's top

organisations to assist them in developing and

roliing out their ftexibility strategies.

apics NSW would iike to thank all the speakers

at this Diversity Workshop. Their practical tips,

rich experience and obvious passion for diversity

was thoroughly enjoyed and hugely didactic.

For more information on the Diversity

Dimensions' 5-stage flexihie work process and

complete Flexibility Programs, please contact

Carolyn Gallaway at cgallaway@diversity-dimen-

sions.com.au or call (02) 9836- 5838. mhd

MHD SUPPLY CHAIN SOLUTIONS - JANUARY / FEBRUARY 2 0 1 S B 3

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