A Critical Evaluation of My Company's Approach to Organisational Agility and Resilience

Today people are looking for benefits what will help them manage their work-life life-styles better. Today, with the help of technology, employer is now starting to be more capable of offering flexible options with great results.

If the workplace of today could be characterized by a single theme, it would most likely focus on the continual presence of change. Dramatic changes in technology, the marketplace and the workforce have compelled organizations to re-evaluate not only the competitiveness of their products, but also the core ways in which work is performed. It is out of this pursuit for continued survival that organizations have been faced with the notion of varying work-schedules beyond the traditional hours of nine to five. This paper will explore the societal and business changes that have led to a proliferation in flexible work patterns. This paper will also address the benefits and disadvantages of flexible work patterns for

The objective is to use flexible working as a tool and to formalise a strategy to assist with staff retention and enable the company to be more competitive in the employment market.

Flexible work arrangements allow workers opportunity for flexible hours, ability to work from home, job

In the 1980’s, after debates were dedicated to flexibility, Atkinson (1984) proposed the model of the flexible firm. This model highlighted the functions of the concept of flexibility. The model is illustrated in figure .

Incorporating flexibility is required in all work plans as many occurrences could happen that derails you from your work/project [7]. An example of this, was whilst working in the procurement department, I had a project which consisted me researching into a new travel management system and to write a strategy for which company could offer Tarmac a competitive package. It heavily involved me communicating with other travel management companies, other departments to get data and then writing a detailed report of my finding of the most beneficial package to key stakeholders.

The report is based on responses collected from more than 1000 employers and 2000 employees, considered UK workforce only and was conducted in early January 2012. The report presents an in-depth view of the types of flexible working provisions offered by employers including part-time working, working from home, flexitime, compressed hours, career breaks/sabbaticals, mobile working, term-time working, secondments, annual hours and time off work in the community.

Team work and open communication is, as I have said and will say numerous times, vital to achieving organisational objectives and creating a positive working environment and a ‘can-do’ attitude.

Flexibility is made up of numerous components however, within in the context of the workplace involves thinking creatively about how working lives can be better structured to match individual and business needs (Job Access, 2012). Following the review of penalty rate provisions, amendments to the flexibility clause were sought after with particular attention paid to the manufacturing industry. Greater flexibility was requested in the taking

I am a person who easily adapts to different professional and social environments. I have demonstrated ability to adapt flexible work practices during my employment with Prime Tooling and Blue Fox Systems. My ability to work flexibly was a key component of my employment with Blue Fox Systems. The office culture at Blue Fox was very fast paced and reactive in nature. It required constant attention to detail, the ability to re-prioritise, and flexibility. Being an IT organization, the pressure and demands upon each staff member required that we were able to take on whatever duty or priority task was required at the time, either as a member of a team or as an individual. In my daily work, I am flexible to leave what I am working on and assist

Todd (2012) questions the validity of these sweeping arguments made by employers seeking to challenge the FWA. She draws upon wider research which demonstrates that generalisations linking flexibility and organisational productivity should be treated with caution as the specifics of this within organisations are also correlated to aspects of leadership and organisational culture (Abernathy, 2011). In essence, small flexible

Brief summary of information: Provides suggestions and options for employer on developing and managing equitable flexible work practices.

In Atkinson and Meager’s model of flexible firm, there are 5 different types of industrial flexibility that a company and the human resources department focus on when deciding to choose if they want to allow their employees a flexible schedule or keep them working their normal 8 hour

Multi Skilling staff would impact Tesco in a positive way as this will allow workers to sustain more than one role. Flexible employees would be able to adapt to the store circumstances when it is in high demand, this would be a method to meet customer expectations and escaping low efficiency, can deliver a real improvement. The guardian’s article based of flexibility (2014) stated that “97% of firms believe that a flexible workforce is either vital or important

CRITICALLY COMPARE AND CONTRAST THE 'BEST FIT', 'BEST PRACTICE' AND 'RESOURCE-BASED VIEW', MODELS OF HRM STRATEGY AND EXPLAIN HOW EACH APPROACH IS ARGUED TO CONTRIBUTE TO IMPROVED ORGANISATIONAL PERFORMANCE.