Persuading Your Employer to Give You a Flexible Schedule

A flexible schedule is becoming much more of a necessity in the workplace. The modern workplace no longer works office hours. Many people work globally, where a 9 to 5 work day is more of a liability than an asset.

Making a case for flexible scheduling

The people who need flexible scheduling most are those who are usually already working more than office hours, sometimes much more. Office hours are actually obstacles, if you have to go into the office, then go out, then come back, etc. You spend more time commuting, and you actually lose time and money as a result. The real issues for employers are work values. Your flexible schedule will need to show:

  • Improved efficiency: There’s a good case which can be made for flexible scheduling for jobs where deadlines and time frames are always an issue. The old standard working hours can be positively restrictive in these environments.  Your flexible schedule should show you will be fitting your commitments together to improve efficiency.
  • Better time management and organization: Restrictive time frames can create real problems in time management. Some workloads just won’t fit into standard hours. Going to work, then taking work home with you is the classic case of a work routine that needs flexible scheduling. The flexible schedule can map out a much more efficient and more productive time management approach.

Making your schedule

The best way to explain your idea for a flexible schedule is to spell it out, step by step. You can use your existing workload as a practical example of how you want to operate your schedule. Include valuations of the revised schedule to show positive returns to the employer. You can use your salary as a measure of dollar values.

Example

Brian’s current work routine requires him to clock on at 9AM every day. This is a standard workplace policy. It takes him 2 hours to commute each way. (That’s the equivalent of three working days a week.)  The employer pays his commuting costs. He’s a salesman, and he then has to go out to see his clients, sometimes long distances. The “clock on” routine is costing Brian and the employer a lot of money. Brian makes $3500 a week, plus commission. Unnecessary commuting is costing him a lot of money in sales time and it’s preventing him from earning commission. Brian’s proposal is simple:

  • He goes direct to customers from home.
  • He simply emails his sales meeting schedule to his boss.
  • He’s home based. The employer simply notifies him of times to attend meetings and other necessary attendance at the office as required.

The improved efficiency, productivity and savings are easy to measure:

  • 20 hours less time commuting saves money which is redirected to productive work.
  • More time working on sales earning income for the employer.
  • Brian manages his time and organizes his work more efficiently and earns more with the added commissions.
  • The dollar value productivity measurement is based on Brian's $100 an hour salary, and the value of his sales.