Flexible Working Arrangements in Organizations

This assignment delves into the implementation of flexible working hours and schedules within organizations. It examines how these arrangements contribute to maintaining a healthy work-life balance for employees while fostering a positive and productive organizational culture. The HR department's role in setting policies that accommodate flexible work practices is emphasized, alongside legal considerations and best practices.

Managing Human Resources

Table of Contents
Task 1: Essay................................................................................................................................................3
Guest’s HRM model; its depiction at Telenor..........................................................................................3
Storey’s definitions of HRM, personnel and IR Nestle, a living example..................................................4
Implications for line managers and employees of developing a strategic approach to HRM; British
American Tobacco, a classic example......................................................................................................6
TASK 2..........................................................................................................................................................6
Model of flexibility at Accenture..............................................................................................................6
Types of flexibility at Accenture...............................................................................................................8
Numerical flexibility.............................................................................................................................8
Financial flexibility...............................................................................................................................9
Temporal flexibility..............................................................................................................................9
Use of Flexible Working Practices for the Employer and Employees.......................................................9
How flexible working practices impact the labour market....................................................................10
TASK 3:.......................................................................................................................................................11
Types of discrimination at the workplace..............................................................................................11
Practical implications of equal opportunities legislation for an organisation........................................12
Approaches to managing equal opportunities and managing diversity.................................................12
Task 4.........................................................................................................................................................13
Managing employee welfare at SCB......................................................................................................14
Implications of health and safety legislation on HR practices................................................................14
Impact of another topical issue on human resources practices.............................................................15
Bibliography...............................................................................................................................................15

Task 1: Essay
Guest’s HRM model; its depiction at Telenor
The Human Resource Model presented by Guest presents forth a very modern uptake on what
HR is all about. It points out that HR is much more than personnel management, the latter being
just a component of the former. HR in an organization does not merely have to be limited to
filling out forms, but has to have a direct link with the strategy of an organization.
This model have six dimensions of analysis:
 HRM strategies
 HRM practices
 HRM outcomes
 Performance outcomes
 Behaviour outcomes
 Financial outcomes
Like all other organizational functions, HRM has to be a strategic initiative which then has the
full potential of contributing towards achieving business goals in a more efficient fashion.
Another unique proposition presented in this theory is that whereby the role of HR is not only to
look after the needs of the workforce collectively, but it has to cater to the unique needs of every
member of that workforce. The model truly represents how HR is not a science but an art; there
are rules to deal with every situation yet there is the possibility of an unprecedented event

occurring. In that case, it is HR that must ensure that not only the interests of the organization are
protected but also of the individual as well as the workforce as a whole.
There are two approaches of HRM-
Hard HRM
According to this approach employees of entity work only for receiving financial benefits. If
entity pay good money to it workers then their performances is easily improved. It is strategic
approach which aims to make use of people in a manner that add value and bring competitive
advantages.
Soft HRM
This approach is focuses on developing strong employees relations. Under this approach human
resource management ask opinions from employees and motivated to them for assisting entity
for making strategy and market expansions.
Guest’s model is a proponent of the fact that employees are a huge asset of the organization and
should be regarded in that manner. Having them involved in business processes and decisions,
giving them ownership and considering them the foundation to successful goal achievement is
what HR in the current business world should be about. According to the model, HR has to be
more about commitment, compliance is only secondary. The major focus of any HR department
should be on enabling business, and providing services across the organization that bridge the
difference between HR and other departmental. As such, the HR department is meant to serve as
the strategic business partner, something that can be successfully seen being implemented at
Telenor (Alvesson, 2015).
Telenor deploys the HR Business partnering model also known as the HRBP model. The idea
behind this model is that HR is fully involved in the strategy formulation of the organization.
The model is in place to ensure that all the HR services, relevant recruiting, right hiring, career
progressing development plans, salaries and benefits pay outs, employee grievance process and
all others are linked with the organization’s strategy. The HRBP model allows HR to work
closely with different functional departments.
At Telenor, members of the HRBP team are work with the functional department, creating a
hybrid structure where HRBP officers report to both HR and the Functional director. This is the

optimal method of bridging the gap that traditionally existed between HR and the rest of the
organization. With HR being in direct contact with the rest of the organization, they know
exactly what the organization’s requirements and expectations are from HR, and the kind of
employees that need to be hired etc. it then falls upon HR to find the right fit for the rest of the
organization and this is an on-going cycle where HR is a major strategic contributor.
At Telenor, HR is linked to strategic management by ensuring that objective setting is done at
the top level and is than cascaded down to each department and then individual employee. This
ensures that not only the organizational goals are met, but because each employee has the power
to set their own objectives within sight of the overall goals making them feel empowered and
hence fostering a greater sense of responsibility amongst them. Once objectives are set and have
been approved by the requisite authorities, they are measured all throughout the year, with
constant support being provided to ensure that employees have everything they need to meet the
set objectives.
Employees are evaluated on how they have met the objectives and their performance is
accordingly rewarded or they again provided requisite training to improve their performance to
reach expected standards. The HR through the HRBPs facilitate the entire process to ensure that
both the workforce and the organization are fairly treated throughout the process. They also
handle grievances (Bhagat, 2005).
Storey’s definitions of HRM, personnel and IR Nestle, a living example
As per Storey’s definition, HRM is a strategically coherent approach for managing the most
values assets in an organization; its people. The definition portrays the view that employees form
a competitive advantage that is extremely hard to emulate for competitors. Therefore, the role of
HR becomes all the more important in culturing the right talent and enabling them to contribute
greatly towards business success.
Storey further differentiates between hard HRM and soft HRM. Hard HRM is all about
managing people in ways that can help derive maximum benefit from the as per their skill set
and competency level. Therefore, hard HRM is more focused on a criterion that is quantifiably
measurable. Soft HRM on the other hand, as is apparent by its name is based upon human
relationship fostering and treatment of employees as valuable assets that can be a source of

competitive advantage because of their commitment, adaptability and high quality of work. The
idea is that employee commitment has to be earned by ensuring that the management and
employees have coinciding interests, there is overall integration and effortless team work.
On the other end of the spectrum is personnel management. Storey views it merely as the
management of the workforce or employees for the purposes of ensuring that they comply with
set rules and regulations as stipulated by business owners. According to Storey, personnel
management is primarily concerned with recruitment, pay roll and employment laws. It is for this
reason that Storey regards personnel management as being too bureaucratic, based on extremely
stringent rules and substantially different from general management (Storey, Leadership in
Organizations: Current Issues and Key Trends, 2010).
A Story point out that Personnel management is concerned with relationship building and
managing of people within the organization; Industrial Relations are different because that is
employment relationship management that is non-industrial. A good example of how these three
are being used in an organization is Nestle. The company strongly believes that its long-term
success is contingent upon its people. It has to attract, retain and develop employees so that their
constant growth is ensured. They do this by fostering employee relationships and ensuring that
all managers provide requisite support to the entire staff they are responsible for. The policy at
Nestle is to hire people that have the personal attitudes as well as professional skills that will
allow them to develop a long lasting and mutually beneficial relationship with the Company
(Nestle, 2016). Company's HR is also focussed on developing long term relations with its
employees. For developing long term relations with employees company provide flexible
working employees so they can manage their personal and professional life in better way. The
also pay salary according to employees skills and knowledge.
Nestle is a multinational that is operating in many different countries. Owing to its large number
of workforce, there are certain rules and regulations that have been established that HR has to
ensure compliance to. Furthermore, under the banner of personnel management, relationship
maintenance is done by offering the right career growth and training opportunities. As
concerning IR, Nestle recognises its employee’s association with unions and their right to
collective bargaining, maintaining cordial relationships with trade unions (Human resources at
Nestle, 2012).

Implications for line managers and employees of developing a strategic
approach to HRM; British American Tobacco, a classic example
Line managers are important for every company. The primary objective of line managers is to
take care of all employees at workplace. They have in depth knowledge about industries
practices and also make aware to other employees in entity. They guide and coach to the newly
hire employees in organizations. Role of line managers in company is to developing
communication channel in between employees and human resource management. They also
make involvements of workers in every activities. Line managers is also assisted to organization
for measuring performance of individuals. They also help to HR for improving work life balance
of employees and play role of mediator for solving issues. They provide feedback to front
managers about performances of employees.
TASK 2
Model of flexibility at Accenture
In the modern business world, where most operations are global and 24/7 service is the norm,
managing the work life balance can be extremely difficult. Offering flexibility in the working
hours to employees can be absolutely necessary in case of some organizations for not only
retaining the talent, but motivating employees and ensuring maximum productivity by not
overworking them(Walker, 2012). The major concern organizations frequently have is that
flexibility might negatively impact both the quality and quantity of the work. However, if the
example of Accenture is taken into consideration, it becomes apparent how successful the
flexibility model can be.
Accenture offers its employees a variety of different flexible work arrangements to help them
achieve the optimal balance between work and life, whilst ensuring that all business objectives
are met. The fly-back program, smart work initiative and client-site flexible work arrangements
have been introduced by Accenture to cater to the workforce that has to travel frequently in the
course of work. Accenture also has innovative communication and collaboration tools that help
to increase its efficiency, flexibility and productivity. Accenture uses Atkinson's core and
peripheral workforces model. This model is divided into two parts one is core workforce and
peripheral workforces.

Core workforce
Core workforces belong to those workers in entity which are highly skilled and permanent in job.
These workforces carried high level of responsibilities in firm. For providing flexibility to this
workforce, entity uses functional approach. Under this approach, employees are trained and
outsourced.
Peripheral workforce
It belongs to that workforces which are low skilled and perform small operations in
organizations. For giving flexibility to this type of workforces, entity hire seasonal employee so
that they can work easily to manage and company can also meets its labour demands.
Types of flexibility at Accenture
As is apparent by the description above, Accenture’s model of flexibility is quite well developed
and advanced. However, a model of flexibility at Accenture should include financial, functional,
numerical and temporal flexibility.
Functional Flexibility
An organization that is functionally flexible helps substantially reduce costs. It can be achieved
via maintenance of a workforce that is flexible, can multitask, there is frequent job rotation, and
employees are given job enrichment and enlargement opportunities to further their career and
skill set(Perkins, 2013). At an organization such as Accenture, the offsite working location and
the hectic schedule can lead to high turnover. Therefore, it is necessary that relevant backups to
people are always available in case of an emergency. The job sharing incentive by Accenture is
the first step in the direction but further work could be done.
Numerical flexibility
As for numerical flexibility that basically involves flexibly adjusting the number of employees
based on the ow much work the organization has, Accenture is doing a good job. Be hiring
people on part time and contractual basis, they manage this aspect of flexibility pretty good.
Financial flexibility
Financial flexibility is the phenomenon whereby employee rewards are based on their
performance. At Accenture, they have disbanded the annual review process and the forced
distribution. Employees receive timely feedback during and after completion of an assignment

(Cunningham, 2015). The bonus and share in profit is based on employee performance.
However, this system can be improved to have definitive formulas for deciding the afore
mentioned percentages.
Temporal flexibility
Temporal flexibility is one aspect that Accenture has fully covered and is being effectively
implemented for gaining maximum benefits.
Use of Flexible Working Practices for the Employer and Employees
On the surface, it appears that the flexible working practice is more beneficial for the employees
than the employers but that is not the case at all. Flexible working arrangements are mutually
beneficial for both the employees and employers as would become apparent from the discussion
below that highlights the benefits of such an arrangement for both the parties (Javtich, 2006).
Advantages for Accenture (employer)
 Such arrangements make employees feel like they are a value which leads to their
greater commitment. It boosts their morale and motivates them to perform better that
eventually leads to higher business productivity
 When employees have the ability to be flexible, it majorly impacts absenteeism,
substantially reducing it.
(Javtich, 2006)
 When employees work for an organization they feel is adequately taking care of
them, it reduces the turnover rate and increases employee retention.
 When people are working from alternate locations besides the office, it helps
Accenture save money on rental office space and other operational utilities.
( Accenture, 2016)
Advantages for the Accenture employee’s:
 By allowing employee’s flexibility, it is ensured that the workforce is not over
worked, if someone had to work 12 hours to complete an assignment, they get to rest the
next day

 Greater opportunity to create an optimal balance between work and life
 Ability to spend time at home
 Ability to take vacations to unwind
 Time and cost saving because a lot of valuable time is spent commuting
 Reduction in stress that increases job satisfaction and enhances performance
making one eligible for greater rewards.
(Javtich, 2006)
As per their flexibility model, Accenture offers its employees the following arrangements:
 Flex time schedule: Employees are allowed to work as according to thier
choosen time. Employees are expected to finish work hours in a week, they can shorten
or lengthen their workday as per their preference
 Part-time arrangement:Employees have an arrangements whereby they work
less than the standard full-time hours in a week. They can do this by reducing working
hours per day or by working lesser days in a week.
 Job-sharing arrangement: Under this arrangement, the workload of position is
shared by two or more-part time employees.
 Telecommuting/home working:Accenture allows people to work from outside
office or project site which is convenient.
 Fly-backs: For supporting work life balance for employees that travel frequently,
Accenture offers them fly-backs to work from thier homes. They also have the option of
flying some other projects. Interestingly, the option to fly to some alternate location is
also avaible. .
 Full weekend at home:For employees who spend majority of time on client sites,
they have the option of arriving at site midday on Monday and stop working early on the
Friday afternoon to provide them with full weekend off from work. They are expected to
complete working hours during the rest of the week.
 Extended weekends in home location:This arrangement allows employees to
work four days from the project site and on the 5th day, they can work from either home,

office or any alternate location.
 Extended client/home location:Employees also have the option of working at a site for
an extended time period and then working an extended number of days at either home, office
or alternate location, without even having to alter the working hour's requirement of the
week.( Accenture, 2016)
How flexible working practices impact the labour market
Flexible working arrangement has been the result of some major evolutions in the labour market.
The impact of flexibility on labour is that it directly affect the demand and supply of labour
market. If company provides flexibility at its workplace then more workers will be attracted
towards the jobs because employees like to work at their own places so they can maintain their
work life balances. Through this approach, entity can meets its labour demand..Over the past few
years, the great prowess in technology has been a major proponent of flexible working
arrangements. The availability of multiple software’s and programs that allows all members of
organization to access relevant information securely from where ever they are basically supports
why people can easily manage to work away the office.
Increased number of women in the workforce has also triggered the flexible work arrangement.
The part time working solutions and flexi hours were basically introduced in the first place to
cater to working mothers and eventually, the trend has grown to encompass the entire workforce.
Business competition is so tough that finding and retaining the right talent that can help sustain
and grow business is very hard. To that end, businesses are always trying methods to motivate
their workforce and ensure the right talent. Offering them unique flexible arrangements is one
way of making sure that your employees stay with the company.
A lot of time, work tends to take one to project sites and clients offices in this era where it is
normal to have a global client base and offices in multiple locations. Convincing employees to
travel to and fro frequently is difficult without some added incentives as is seen in the case of
Accenture above.
Because of the internet, professionals can offer services to clients they want without being stuck
with a job that chains them to a desk. To tap into that resource of professionals who are great at

what they do and self-employed, flexible working hours also gained momentum.
TASK 3:
Types of discrimination at the workplace
Discrimination against employees can take up many forms; whether it direct when a person is
discriminated against a certain characteristic they have or indirect when a figure of authority
abuses their position, targeting an individual, their personality, health condition, gender,
appearance or anything else, it is not acceptable in any form (The Victorian Equal Opportunity
and Human Rights Commission, 2016). Therefore, laws have been created to ensure that the
victim is always protected in each and every instance.
Another type of discrimination that oft results in an employee being victimized is sexual
harassment whereby a person is objected to ridicule and humiliation because of their gender. It is
more common for females to be sexually harassed as compared to men but that is not always the
case and there have been a few instances when the cases have been reversed.
Victimisation is another form of discrimination whereby some employee weakness is exploited
and they are illegally coerced into doing something they shouldn’t ethically or legally have to.
The aforementioned cased of discrimination are against employees. It is also possible for
employers to discriminate during the hiring process that becomes apparent when an individual is
denied the right to work despite the right skill set if they have a certain medical condition, some
sort of disability or because of some personal characteristic like gender, age, race or religion
(The Victorian Equal Opportunity and Human Rights Commission, 2016).
A recent very famous discrimination case was filed against the Lowe’s, a home improvement,
appliance and hardware company whereby they had to pay £8.6 million in damages because they
were in violation of the Americans with Disabilities Act (ADA). They discriminated against
people that had disabilities by either firing them along with not providing them with reasonable
accommodations to suit their conditions and neither accommodating them when the needed to
take medical leaves
There are some more types of discriminations which are faced by individual at workplace on the
basis on religions and disabilities. Discriminations on the basis of religions, in which individuals

are targted whoch belongs to particlar religions Under disability, the persons who are not able to
perform certain functions are discriminated. For avoiding such practices entity develop a
regulatory framework so that they can reduce such unethical practices.
Practical implications of equal opportunity's legislation for an organisation
When it is said that an organization is equally opportunity employer, it basically means that they
provide equal opportunity of employment and growth to one and all having the same skill set
without any bias for any possible reason. However, a major debate exists as to why women are
afforded more flexi time as compared to men. T works pretty well for the female gender but yes,
it is discrimination against men to a certain degree (Schein, 2010).
Placement of regulations that protect interest of employees can often be hard for organizations to
adjust, previously t was only an ethical dimension that businesses used to accommodate equal
employment, but when there is legislation, it becomes quite a lot of pressure for organizations to
be very careful and there is little room for error, lest they become part of a scandal.
An organization that faced a difficult time when it came to equal opportunity was the Coca Cola
Company’s operation is Pakistan. They were criticized for an extremely male dominated sales
force but the challenge for them was that women did not really want to work in sales within that
region. The real reason made all the sense in the world, but the company was still criticized in
the wake of the equal opportunity law (Schein, 2010).
Equal pay out
The Equity Act, 2010 includes that each and every employees in organisation have equal right.
Equal pay out is also followed by that. Under this act, company need to pay equal or similar
amount of money to its workers which belongs simlar positions have right to receive equal
amount. For practical implication's entity regulatory framework that assist to entity for reduceing
such discriminations from workplace.
Discrimination policy
According to this policy, no single business firm discriminates employees on the basis of age,
sex, and religions. It is unethical practices which may take place at the workplace. The causes of
discriminations includes cultural stereotypes and it is kind of abuse in which individual or

sometimes a group is targeted. Company develop different types of strategy which assist the firm
in minimizing such activities.
Approaches to managing equal opportunities and managing diversity
Being an equal opportunity provider is a major criterion that is looked for amongst businesses.
Prospective employees that have their choice of jobs scope out companies based on how good an
employer they are and being an equal opportunity provider is a big tick in the right direction. The
major challenge for organizations is that if they are an equal opportunity provider, they have to
ensure that they can manage their diverse workforce in the most optimal fashion (Bhagat, 2005).
Take the example of females. Their participation in the workforce is increasing. Most
organizations have a few days of paid leaves but the law points out the need to accommodate
new mothers with a maternity leave that is often way longer than the paid leave an organization
allows. Another example is when a business hires a person belonging to a different religion, say
a Muslim in an American company. Relaxations have to be made for that person to be able to
pray at the proper time for their daily regular prayers every day (Bhagat, 2005).
Unilever is an excellent example of this where they give their female employees 6 months of
maternity leave to take the needed time to be with their families and regain their strengths before
they have to come in to work. Many hospitals in America accommodate people with different
religions by ensuring that Muslims get holidays during their religious festivities while the rest of
the staff shares their workload, and then the same is done for Jewish and Christian holidays.
For giving equal opportunities, entity use Opportunity 2000. It is an approach which is used by
the organization for increasing the role of women in the workplace and promotes equal
opportunities for every individual. Firm uses this approach for developing more women friendly
working practices.
Task 4
Identify and compare the performance management methods used in an
organization
I will be talking about Standard Chartered Bank (SCB) for the purposes of this particular task.

Performance reviews at SCB is not an annual activity but a year round activity where managers
believe that they must give immediate feedback and take corrective action instead of waiting till
the end of the year to get something done.
The company has also introduced the balanced scorecard to ensure that the performance is
quantitative which makes it extremely fair instead of performance ratings being dependant on
manager’s subjective evaluations. While numerical financial objectives have the majority weight
age in the final rating that decides bonus, the company’s core values are given a lot of
importance and if someone scores low on that front, they are not eligible for either bonus or
promotion (Standard Chartered, 2012). With help of this balance score card, company is able to
identify performances of individuals and give reward according to it. The entity also use it for
measuring employee's future performances.
Management by objectives:
Objective of each employee is cascaded down from objectives set up by Standard
Chartered PLC. They are broken down into regional then country wise goals. They are further
subdivided into objectives on a branch wise basis. Employees do their own objective setting,
90% of which are quantitative and 10% qualitative. Once approved, these objectives are
monitored year round. All qualitative goals ae measure on the portal and are regularly updated.
An interestingly unique feature is that all the goals are on display for every employee to see
which serves as a motivating factor that helps people perform more competitively and enhances
performance (Standard Chartered, 2012).
When employees are given ratings, SCB uses a bell curve though a 5-10% deviation is allowed.
Based on this rating, employee files are discussed by relevant committees for deciding pay
increment, bonus payout and promotion status (Standard Chartered, 2012).
As per development aspect of the performance management system, employees can themselves
get different trainings approved for them or mangers can ask them to get certain trainings to
improve performance (Waka, 2010). There are various approach which is used by company for
measuring performances of its employees.
360 degree feedback
This technique is used for measuring self performance of individuals. Under this approach, entity

determine individuals performances and then give feedback for making further improvements.
SCB uses this technique for measuring performances of its team members, suppliers, customers
and individuals assessment.
Psychological Assessment
For measuring performance of employees, SCB uses psychological assessment test. Under this,
assessment entity conducts various types of test such as knowledge, emotional, conversations
which assist the entity to measure performances of its employees.
Managing employee welfare at SCB
The best approach that works for managing employee welfare is that each employee is
considered an individual and his unique needs are taken into account. At SCB, employees set
their own goals depending on their level of competence. The bank however incentivises them to
achieve up to 200% of the set objectives. The better their performance is, the more rewards they
get. This is quite an amazing system where the employee individual needs are taken into account
whilst furthering business goals of the Bank (Waka, 2010). Bank can use different types of
approach for managing employees welfare at workplace. Some of them are given below.
Stress management
SCB is Global company and conducts its many operations at a single time.
Human resource of the company conduct many sessions on stress management so that the
employees can work better. This management assists the employees in reducing their stress and
workers can perform their tasks in efficient way.
Management of health at workplace
The bank also provide services regrading health of its employees. The entity give
healthy life to its workers and built healthy habits. The company also provides concealing at
workplace to its employees so that the entity can solve employee's problems in a better way.
Implications of health and safety legislation on HR practices
There is no denying that the health and safety legislations have a very important impact of HR

legislations but I do believe that this impact is greater is some organizations as compared to
others. When industries where labourers work, factories, industrial and construction sites and
organizations that work are pharma or vaccination related, the health legislation is more relevant
to them (Health and Safety Executive, 2016). The Health and Safety at work palce 1974
These regulations help employees feel safe and foster a safe work environment for everyone to
work. People are just more reassured and work better when they feel safe (Alvesson, 2015).
Following are implications of health and safety.
Facilities: According to this Act, every organization make sure that they have enough facilities
for protecting life of its employees from every types of risks. For that, organization need to
deliver basic needs such as aid box, equipments and emergency exit, etc.
Efficiency: If workers receives healthy and safe environment then they perform their tasks in the
more efficient manner. Major impact of Health and Safety Act on entity is that worker's
efficiency increases continously by fulfiling their tasks and responsibilities in better way.
Impact of another topical issue on human resources practices
A rather interesting debate concerning human resource practices is whether here needs to be a
regimented performance management system or not. As seen in the case of Accenture, they felt
that the system needed revamping but they were too large an organization to effectively bring
about a major change. Hence they scratched the system and made it more informal. Other big
corporations have done the same but the question remains whether this is a good idea or not
(Cunningham, 2015). There are several topical issues which have great impact on organization's
HR practices such as e-recruitment, e learning, flexible benefits and work life balance. Entity
provide work life balance to its employees. Under this, human resources managers decides
flexible working hours, flexible working schedules for its employees. Through these, the
employees can maintain their personal and professional life very well. The HR of company need
to set it polices according flexible apprache.

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