successful flexibility:
To provide a framework of flexibility and broad guidance for managers and staff to create a flexible work environment, PwC published a Flexibility White Paper in August 2003. The white paper outlined five key elements of a flexible culture: Leadership, Respect, Communication, Focus on Results and Client Partnership. It also summarized both formal and informal flexible work arrangements and provided guidance on how a formal flexible work arrangement may impact career development.
local office partners:
Giving local partners more ownership and decision-making authority over how flexibility is implemented on the local level is critical to affect and sustain corporate change. At PwC, local market partners are involved in every step of people-related decision-making. The business leaders are partnered with a senior-level HR professional, located in each local office, to help partners uncover and resolve local people issues.
flexible fridays:
Continual exploration of new ways to allow individuals to manage their workload and personal life is key to the success of a culture that respects worklife flexibility. PwC recently piloted a Flexible Fridays program during the summer months, which allows people to work extra hours Monday through Thursday in order to leave early on Friday afternoon. The program started as a pilot in Philadelphia, but was so successful that the firm implemented it nationwide during the summer 2004.
leading by example:
"Everybody must assume responsibility for creating a culture of flexibility," says Doug, Senior Associate, Tax. Team leaders and project managers can do their part by:
Taking uninterrupted vacations and holidays, without checking voicemail or e-mail, if they choose not to
Focusing on the quality and timeliness of the work product, not where and how it is done
Encouraging your team to break for lunch. It boosts energy levels, helps concentration and reduces errors
Planning personal commitments as part of the engagement planning process and clarifying expectations with the client
staying on your reduced schedule:
"When you're on a reduced work week, it's important to stick to your schedule as much as possible," says Joanne, Director, Internal Firm Services, and the mother of two pre-school children. "Let everyone on your team know your schedule and have the discipline to follow it." She also suggests:
Don't hide the fact that you are working a reduced schedule
Manage and protect your schedule; set expectations with your team/clients about your availability on your days off
Don't overextend yourself, and know when to say, "No"
telecommuting that works:
"Use all the technology tools available to you to stay connected to your supervisors, clients and colleagues in the office," says Lavonna, Manager, Tax, who has used PwC telecommuting program for seven years. Lavonna stays connected by:
Maintaining a separate home office phone and fax number
Utilizing a satellite Internet Service Provider (ISP) to improve the quality and reliability of her Internet connection
Connecting to the office network through a Virtual Private Network so she can access and share files as necessary
Staying up-to-date on important news affecting the industry and clients by subscribing to a comprehensive online news service
Aggressively using Lotus Notes® to keep her superiors and colleagues in the office aware of her status on projects
