While most companies offer some form of flexibility, the uptake on these policies is often low—and it's not because employees don't want flexibility. Our research shows that 96 percent of workers want access to flexibility, with certain groups like millennials and caregivers reporting that lack of access to flexibility prevents them from completing everyday responsibilities. Even companies with the best intentions are often unable to meet their employees' needs because the flexibility they're offering is not structured flexibility. To make flexibility work, both the employer and the employee must speak the same the language of flexibility, and the flexibility being offered must be broadly communicated and accessible throughout an organization.
That’s why we created the Flexiverse, our universal system of flexibility. The Flexiverse allows employers to effectively communicate about the types of flexibility they can offer. Job seekers can use the Flexiverse to discover opportunities that are compatible with their lives. Every job posted on Werk's job board features at least one type of flexibility from the Flexiverse.
The Flexiverse consists of six different types of flexibility that incorporate time or location-based modifications. Any of these modifications can be made to regular W2 roles to increase work-life compatibility without reducing the scope of the work, level of responsibility, or expected results. The flex types below are meant to be used in combination, as the average employee needs access to 2.5 types of flexibility.
Here are the six types of flexibility and what they mean.
Remote employees do not work at a company office—they can work from anywhere. While many Remote arrangements are fully location independent, some may have location considerations, such as the need to attend occasional in-person meetings or service a region.
DeskPlus employees are based out of a company office, but can work at a location of their choosing for some portion of their time. Utilizing location variety can enhance productivity, reduce the burden of a long commute, increase creativity, and/or meet other needs.
TravelLite employees have minimal to no travel, with a maximum of 10% travel annually (2-4 days per month or its annual equivalent). TravelLite employees can reduce travel requirements by utilizing virtual meetings.
Employees reorder their working hours to create an unconventional schedule that optimizes productivity and performance. An employee could use TimeShift to shift their workday an hour to avoid a long commute, to break their day into sprints, or in a formalized condensed work week program.
Freedom to adapt
MicroAgility employees have the autonomy to step away from their work to accommodate the unexpected in micro increments of 1-3 hours. Employees are responsible for communicating their plans and meeting their daily objectives. The ability to make micro-adjustments to the workday prevents an employee’s personal life from becoming a major work life disruption.
PartTime employees work on a reduced hours schedule. PartTime does not mean an individual is no longer in an advancement track role—employees utilizing PartTime have the experience and skills to meet their objectives on a reduced hours schedule.