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.