Twitter Many Mumbaikars travel in packed trains and risk their lives, just to reach office on time. Work To Live to Work is an initiative to make Mumbai’s working hours more flexible & commuting less fatal. Support the cause & save a life: #FlexiTimeSavesLives Facebook Through this initiative Dias is urging CEOs/HR heads to help Mumbai based companies to implement flexible office timings for employees so that they don’t risk their lives to reach their workplaces. Pledge Aakash from SEBI has taken the pledge. Pledge Daniel Davidson from DHL Logistics has taken the pledge. Twitter Ambimgp : #worktolivetowork An excellent initiative. The next step is to do a Before After study to measure the long term impact. Well done @AAAIOfficial @rameshnarayan @AnantRangaswami Facebook BTVI: Inflexible work timings lead to rush hour commuting, which in turn claim many lives in Mumbai. BTVI supports the IAA - India Chapter initiative Worktolivetowork and urges organizations and employers to adopt employee-friendly work timings in order to save lives of Mumbaikars. Facebook Shivangi Tripathi: An amazing Initiative by IAA... Have a look Work to live to work Twitter Shivani Srivastava: #worktolivetowork very thoughtful and much needed many #CEOs are like @NandiniDias #NandiniDias... Hormuzd Masani, CEO of ABC "I like the idea of 'Don't Be Inflexible'. Its a very timely and thoughtful campaign". Pledge Dr. Mukesh Batra of Dr. Batra’s : "I’ve been sending the campaign personally to people." Pledge Sam Balsara, Chairman and Managing Director - Madison: "A worthy initiative by IAA. Persuading all offices to follow flexi timings to avoid rush in over-burdened infrastructure to reduce mishaps and save lives" Pledge Aparna Kapoor of BIG FM: “It's a great thought and truly believe it works ...happy employee is the most parameter for any organisation to succeed” Facebook Nandini Dias - CEO Lodestar UM : International Advertising Association (IAA) India Chapter undertakes a new social initiative , ‘WorkToLiveToWork’... Twitter Purab Kohli - According to reports, 9 people die everyday in the suburban rail network; nearly 3300 people every year. If that number comes down to 7, we save upto 700 lives. Urging all companies to come forward & adapt this to save the lives of fellow Mumbaikars. #WorktoLivetoWork @IAA_india

Recent studies suggest that job flexibility can offer many benefits to both employers and employees, including improved job satisfaction, reduced absenteeism, greater commitment, and reduced turnover.2 For example, in a Boston College Center for Work & Family study of six large companies, 70% of managers and 87% of employees reported that working a flexible arrangement had a positive or very positive impact on productivity; 65% of managers and 87% of employees reported that a flexible work arrangement had a positive or very positive impact on the quality of work; and 76% of managers and 80% of employees indicated that flexible work arrangements had positive effects on retention.

In order to reap the benefits of work staggered timing or flexibility employers need to implement them properly to ensure that business does not suffer. Many CEOs and HR heads agree that flexi timing is a good idea. Many also say that they have implemented flexi timings since several years. But strangely it is by and large an unmonitored activity. So it is possible that heads of offices are not against it but they have done very little to roll it out and enable people. Many employees describe their current schedule as “somewhat flexible.” Occasionally, with approval from his or her supervisor/manager, the employee might come to work late. The reasons are mainly to keep a dental appointment, leave early to attend a child’s sports game, or child’s school exams, or shorter hours as the employee is pregnant and has difficulty working long hours. Such informal flexibility often exists where there is respect and trust between supervisor/manager and employee - trust that job commitments and responsibilities will be met. These arrangements that are occasional or modest in nature without significant impact on supervisor/manager, co-workers, or clients probably will not require a formal request in writing, but are likely to require an informal check-in with the supervisor/manager.

Letting employees come in and go as they please maybe good for talent management but may not be the best option for productivity. Besides to decongest Mumbai’s rush hour we need to take concerted effort to move people out of 8.45am to 9.45am.

• The formal proposal process outlined in this guide is designed for those employees and supervisors/managers who want to institute a different category of arrangement that consistently differs the following is a brief description of flexible work options. To help businesses adopt it better supervisors/managers can use flexible schedules as tools to promote productivity, enhance job satisfaction, and develop management and leadership skills. These same alternatives can enhance recruitment and retention of valuable employees. . This guide is designed to assist companies open to the idea of flexible or staggered timing.

• Flexitime - A work schedule with variable starting and ending times, within limits set by one’s supervisor/manager. Employees still work the same number of scheduled hours as they would under a traditional arrangement. For example, out of an 8-hour day, 5 hours 11am to 4pm should be common. The balance 3 hours can be staggered. In any flexible work arrangement, employees will be expected to meet the same performance standards as they did previously, and supervisors/managers will be expected to use the same measurement criteria that were previously in place.

• Plan out a flexible/staggered work strategy: Determine if the entire office or which departments and individuals will have access to flexible/staggered timings. Who will have the final say on any the flexible/staggered arrangements. Figure out the best metrics for tracking productivity in each individual case and department-wide, and make sure the new strategy is clear to everyone involved. Track the pattern of how many people have opted in and the number of people in the office at each time. "Companies who don't prepare a flexible work strategy are usually the ones who claim that flexible work makes their teams less productive," Sutton Fell said. "But with the proper planning, a trial period and constant open communication, flexible work programs can work for companies and employees.

• Devise a trial run: Before launching a full-scale flexible work program, create a trial program using one department or a small group of employees from different departments. Plan to run the trial for a good length of time — one month or longer — to work out the kinks and gather real data. At the end of the trial, assess the outcomes and make adjustments before taking the program company-wide. A trial period should be established in some cases to provide an opportunity for employee and supervisor/manager to work together in good faith to implement the proposal and to work out minor problems. Consequently, both parties should be prepared to agree that an arrangement either may need some sorting out or may need to be discontinued if it is not working.

• Make communication a top priority: Without a specific communication plan in place for flexible work, the program is doomed to fail. Find ways for teams to continue communicating and collaborating with one another, even if everyone is scattered into home offices, or working different schedules. Create a dashboard for people to know what is opt in time for each individual. Use online collaboration tools like Business Skype to keep employees connected and ensure continuous communication. Special arrangements for communication and accountability should be established to assist successful implementation of the new flexibility arrangement. To assure that all parties understand the expectations of the arrangement, a written proposal and agreement should be developed.

• Know that not everyone will be a good flexible worker: Telecommuting and working flexible schedules require specific traits that not everyone has. But don't shut down the entire flex-work program just because a few people aren't cut out for it. Instead, consider the existing office hours for whom flex work isn't a good option, while continuing to let the majority of employees take advantage of work flexibility.

• Train managers to manage flexible workers: Managing a flexible workforce isn't the same as managing a traditional one. It requires the senior managers to ensure that all face to face meetings are organised during common time. It requires respecting each other’s time. Senior managers need to make it possible for their group to make opting in at different times culturally acceptable.

Apart from impacting the rush-hour intensity, flexi-timings can go a long way in improving employee morale and boosting productivity. To find out more please share a few details so that we can guide you better.

Name :
Designation :
Organisation :
No. of employees :
Location :
Contact no. :
Email ID :
Does your office offer flexible working hours to employees? :
How many people use flexi-timing to come in at the following times :
8:00 am – 8:30 am:
8:30 am – 9:00 am:
9:00 am – 9:30 am:
9:30 am – 10:00 am:
10:00 am – 10:30 am:
10:30 am – 11:00 am:
Post 11:00 am:
How does the office keep track of which employee attends office at what hour?
Since how long has the office been offering flexi-time?
Has flexi-time increased productivity in office?
Has flexi-timings improved happiness index in office?
Did you set any targets while rolling out the flexi-timing initiative?
Please describe these targets?
What are the common hours (mandatory working hours) if any in the office?
How does the office manage perception issues arising from flexi-timing? For example, do flexi-timing users have to fight the general perception of being slackers as only their immediate supervisors are aware of their schedule?
What steps has the office management taken to make flexi-timing more acceptable and to encourage more employees to participate?
Would you be willing to shift employees to different time slots in the larger interest of managing stress of commuting in the city?
Which departments in your office and in your opinion have the potential to change and commence at alternative hours?
What will be the approximate impact of your flexi-time plan on employee strength across the day?