Expert Interview: Emma Stewart about NEW WORK

Without new work offerings, companies can’t find talent

Emma Stewart MBE is a co-founder of Timewise, a social enterprise and flexible working consultancy that advises companies on how to implement modern working models. She explains how companies can adapt to new concepts, why it’s no longer possible to work without them and why even unexpected industries can benefit from them.

Ms. Stewart, many employees today want to work differently. How is that expressed?

We are currently experiencing a change: a shift from the traditional 9-to-5 structure to flexible hours that fit our personal circumstances. From always working at a set location to working from wherever you want (when possible). From working solely as a means to earn money to working for a bigger goal or purpose. People want to feel a sense of belonging and to feel their value, but first and foremost they want to be perceived and respected as individuals.

You advise companies when it comes to implementing new work concepts. What mistakes do many make?

Systems and processes haven’t quite caught up with the cultural pace of change. Even pre-pandemic, nine in ten people in the UK wanted to work flexibly. But just six in ten companies offered it and only three in ten mentioned flexible working in their job ads. We’ve moved on since then – but not enough. Most companies are vague in their job descriptions when it comes to describing the kind of flexible working on offer, or end up doing what we call flex-washing. This is a term we use to describe flexible working being offered in a job description: but the reality being that the role remains full-time in scope and design. This makes candidates looking for new jobs feel wary of flexible working when it is offered. Is it genuine, will it work out? In research we conducted via our jobsite, nearly half of candidates clicked away from jobs that said they were open to flex. What attracted them were mentions of specific forms of flexible working, e.g. this role can be worked 3 or 4 days per week, late starts and early finishes are possible, or it is open to job share. The more precise an employer can be, the more likely they are to attract great talent. Without any new work offerings at all, companies simply won‘t find talent.

What could companies do better?

Applicants need clear statements on what forms of flexible working are on offer, for example:

‘in our company, you can work at any time of day or from wherever you want’. The same applies to other aspects of new work: we encourage employers to articulate what they are doing in terms of diversity and inclusivity, to talk about their purpose and the future they are trying to build. And most importantly, we encourage employers to reflect inwards and really scrutinize what’s going on internally. If people are leaving, do you know why? If they are leaving because they don’t have the freedom in their ways of working, or don’t feel valued, or don’t see a sense of purpose in their work, you need to get that under control before you start looking for new employees.

Flexible working is viewed critically by some managers. How do you respond to this?

Working in a new and different way always means challenging what has gone before. You have to break norms and stigmas that have been established over a long time. It is often said, for example, that flexible working would only benefit the employees, but not the company. This is wrong, as countless studies have shown. Part-time employees or those who work flexible hours are at least as productive or even more productive than their nine-to-five colleagues. Those in charge need to understand that and help change the narrative. It’s all about helping the culture to grow.

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