Work-life balance boosts the bottom line

4 January 2001 - Research released at today's British Psychological Society conference demonstrates that senior executives who can work flexibly perform better than full-time managers.

Flexible working and job-sharing have not been widespread among the UK's managers but a new study shows that those who can make use of flexi-time, reduced hours or home working can improve their performance significantly. In fact the study reveals that managers of both flexible and job sharing executives give them higher output ratings than their full-time equivalents.

Commissioned by The Resource Connection, a flexible work company, and The Industrial Society, the study was carried out in conjunction with the assessment and development specialists SHL. They assessed the characteristics of flexible workers and the attitudes of their managers to see what makes flexible contracts work effectively. The study also assessed the most suitable personality traits for jobsharers, together with the combination of factors necessary for the most productive jobshare partnerships.

According to Carol Savage, Managing Director of The Resource Connection: "This is the first time that the efficacy of flexible work and its contribution to the bottom line has been proved through research, and that the specific characteristics that determine individual flexible workers versus jobsharers can be identified. Moreover, we are able to help people determine the most suitable jobsharer partner for them, as well as showing people what to look out for when embarking on a jobsharer relationship. The Resource Connection will be using these findings to help both employers and employees implement effective flexible work opportunities."

Key findings for flexible workers included:

* 70% of the sample were rated higher than full-time colleagues, and their own output in previous full-time work;
* 60% were given very good/excellent rankings at problem-solving and analysis
* 60% were rated very good/excellent at resilience in the face of setbacks
* Higher ratings on resilience, leadership and commitment than their full-time equivalents.

For job sharers:

* 70% of job sharing executives were perceived to have 30% increased output over one person doing the same job,
* Jobsharers were rated highly on problem solving, teamwork and flexibility.

Karen Janman, Head of Assessment at SHL UK said: "This research is especially exciting as it provides invaluable insight to employers and employees alike about characteristics that best suit an individual to job share or more individual flexible working. This vital information can then be used to form the basis of the management, coaching and developmental process".

And Dr John Knell, Deputy Director of Futures, The Industrial Society,commented: "There have been two significant barriers to flexible working among senior managers. Firstly, employers find it very hard to believe that flexible working amongst their senior executives can work. Secondly, senior managers often regard making such a request as "career death". This research knocks both these misconceptions on the head.

"To show that work life balance and high performance can go hand in hand will be a significant contribution to the work life debate, but the research also has significant implications for working in a globalised 24-hour society."

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