Flexwork is successful when teams manage productivity by setting goals and timetables and defining deliverables clearly. Managers and employees should consider whether:
- The quantity, quality, and timeliness of work has been maintained, enhanced, or diminished;
- The flexwork arrangement has met the expectations laid out in the original documentation of the arrangement;
- The flexwork arrangement has affected, either positively or adversely, relations with the employee’s colleagues and/or stakeholders, students and/or customers;
- The flexwork arrangement has had a neutral impact, or has created a need for additional resources, or caused a unit’s other employees to assume more work, or it has had a positive impact (e.g., by streamlining processes, making the team more effective);
- The established goals, timetables, and flexwork arrangements are in full alignment with each other; and
- The flexwork arrangements have led to new opportunities (e.g., extended coverage) and helped meet the University’s overarching goals (e.g., diversity, inclusion and belonging, sustainability, and wellbeing).
As before, challenges along these dimensions should signal to employees and managers the need to assess flexwork arrangements and behavioral expectations, adjust them, or provide additional tools or resources. While employees and managers are encouraged to approach these discussions open to the possibility of change, there will be some cases in which adjustments are not operationally feasible. Practical tips for providing feedback and coaching can be found in CWD’s “Leading and Managing in a Hybrid Work Environment Toolkit” as well as in other CWD Toolkits. But there will likely be many more opportunities to use a growth mindset that leads to creative solutions and new rewards. Successes like these should be documented, shared with others, and celebrated.
Next section: Trial Periods and Reviews