opportunity : Flexible Workplace :
The role of HR

Tips and Tools

Model administrative arrangements: flexi-place Model administrative arrangements: flexible working hours Tips for working at home

1 The Center’s Human Resources group, particularly the HR Manager, has a key role in developing, introducing and sustaining flexible workplace policies. This role includes:

• supporting management in the development of Center policy and practices for flexible working conditions;
• educating staff, particularly during induction, about the availability and application of these practices;
• providing support and guidance to line managers considering requests for flexible working conditions;
• assisting in setting up, monitoring and evaluating pilot practices;
• periodically reviewing the impact and effectiveness of the Center’s policy and practices; and
• reporting to senior management with options for future refinements.

Supporting management in the development of Center policy and procedures
2 HR has a key role in developing, reviewing and refining policies and practices and referring them to senior management for decision. The model policy and sample practices provided in these guidelines are designed to aid HR in this function. However, it still remains up to each Center’s HR Manager to:

• undertake refinement or revision as necessary for the practices to fit with the Center’s operations and the makeup of its workforce across all geographic locations;
• recommend their adoption by senior management and, if revisions to the Center’s Personnel Policy Manual are involved, prepare appropriate recommendations to the Center Board; and
• following management approval, incorporate the changes in policy manuals and publicize the changes throughout the Center.

Educating staff
3 It is HR’s responsibility to ensure that all staff members, irrespective of geographic location, understand not only the policies but the underlying intent of flexible work practices. This role includes advising appointees during induction and reminding all staff of various policy options as their personal or professional circumstances change.

Providing support and guidance to line managers
4 HR should work in collaboration with line managers and provide advice and guidance to line managers considering staff requests for flexible working conditions. This is particularly important if there appear to be obstacles to implementing flexible practices or if the staff member’s circumstances are not adequately covered by existing policies and practices.

5 It is also important for HR to ensure that workplace flexibility policies are applied not just at headquarters but across the Center’s entire spectrum of regional and country offices, no matter how small the group.

Reviewing the impact and effectiveness of Center policy and practices
6 No one is better placed than HR to monitor the impact and effectiveness of workplace flexibility practices, in terms of:

• whether they are right for the Center’s (or regional/country station’s) circumstances;
• whether they are proving effective in sustaining Center performance;
• whether they are proving effective in fostering inclusion or whether some staff
• members are still slipping through policy cracks;
• what obstacles line managers are encountering in approving flexible working conditions;
• how well pilot projects are proceeding; and
• what new personal challenges are emerging for staff members who are not adequately covered by existing policies.

7 Initially, much of this monitoring can be handled informally rather than through structured review. However, as the monitoring proceeds, HR needs to report the outcomes periodically to members of senior management to ensure they are fully informed about successes, failures and future challenges

© CGIAR Gender & Diversity Program 2006