Lead for the many (and not the few)
It is July 14th, 2015 and, despite the generally good weather, there has been a sudden and heavy downpour. I remember it well because I was on foot making my way to speak at a CIPD event at City Hall. Unfortunately I’d understood County Hall, which is in a completely different part of town and ended up arriving late, drenched and grumpy.
The result of this was a rather dark and pessimistic take on the impact of flexibility on the workplace. Speaking alongside Dave Coplin, who was ebullient with the opportunities, I saw a much more dangerous and divisive trend. At the end of the sessions, I left the venue and skulked off to, once again, be late for a drink with a friend.
Four years later, I am more convinced than ever that the way in which we approach flexibility in the workplace is an exemplar of the way in which we are building a two tier workforce, built by the haves for the haves, designed for the few and not the many (to bastardise the current phrase of a certain political party).
In 2014, when Virgin announced that they were allowing employees to take as much holiday as they wanted, an HR policy decision became front page news. They were following the approach taken by Netflix, amongst others. More recently we’ve seen organisations, include the Wellcome Trust, talk about the introduction of a four day week. When the Virgin story was unpicked, it became clear that it wasn’t actually applicable to all staff, as they said themselves, “[it] permits all salaried staff to take off whenever they want for as long as they want”.
What do Virgin, Netflix and Wellcome Trust all have in common? Simply, and I mean this with the deepest respect, if they didn’t exist no-one would notice. But perhaps more importantly, they have a certain workforce segmentation that more easily allows for the introduction of such policies. They don’t represent the workforce experience of the many.
We don’t have to go far to understand that the use of workforce “flexibility” can be a double edged sword – enforced part time hours, rotating shift patterns, annualised hours and of course, our dear friend, zero hours contracts. The point I was making back in 2015 was that whilst flexibility might be the emancipation of the few, it was potentially the shackles of the many. For every one tech wizard working on their laptop in the Bahamas, there are ten delivery drivers working on a “self employed” basis.
Which is why as a profession we have to be super vigilant of not drinking the Kool Aid. If you believe in good work, you believe in it for all. If you want to drive flexibility, then it starts with individual choice. Across western economies we’ve seen an increased polarisation in our economics, in our politics and in our workplaces. We’ve created inequality and now we are looking to reinforce it.
None of these policies are wrong per se, but the application of them, the thinking behind them and the championing of them is shaped by an unhealthy preference to consider only “knowledge workers” (yes I hate the term too) to be worthy of such freedom. Only when we start to design workplaces that treat workers of all types with equality of treatment will we create organisations which we can proud of. Let’s start with the many and not the few.
NB: The Wellcome Trust actually abandoned their plans after a three month trial describing it as too “operationally complex”. Interestingly, they were brave enough to try and do this for the entire workforce, regardless of role.