First it is often necessary to establish the potential within the organisation for optimal deployment in terms of savings in labour cost, improved customer service, etc. Our pioneering techniques allow us to quantify accurately the gains to be made against the organisation’s own historically achieved standards or its potential in the ‘future state’. We find a potential gain of around 5-15% in productivity in most feasibility studies.

The client then makes a decision whether or not to go ahead with a full project. The major steps of the study are mapped out and agreed. The design stage is followed by implementation of the agreed flexible working scheme (or revisions to an existing scheme). A key factor is that the scheme meets both the business and employee needs. We find there are no off-the-shelf solutions for these consultancy phases. However, we use our experience and track record to evaluate our solutions against successfully implemented schemes in comparable businesses.

This phase is a ‘hands on’ phase with the creation of new contracts, agreements, operational rules and a major educational programme. During the implementation phase we look to achieve a consensus as to the best means of introducing and sustaining the scheme into the future. Transfer to the client of ownership of the scheme is completed.

Finally, there is often the requirement in these projects for review and audit steps to take place on an annual basis or more frequently. The consultant stays involved with clients to make sure the scheme is still delivering.

To create and sustain an effective flexible working scheme, it is desirable to have agreed the ‘future state’ goals. We generate these with the client during Feasibility or the Design stage so as to provide the “success criteria” for measuring our accomplishments later. They must, of course, include defining the business needs in relation to operating or service hours within the day, week and year. This is a key step. Establishing the cultural change needed is also a priority.