A new report in flexible work shows that employees are doing their jobs, but employers need to step up to ensure their well-being

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More than a third of Australian knowledge industry workers are taking extra time at their jobs outside of office hours, mainly because of the extra workload, but also because around 1-in-6 owners have asked them to do so.

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A new report from Swinburne Age and Deloitte, Reset, Restore, Reframe – Enabling Wellbeing Through Flexible Working shows that “the notion of quitting quiet is not present in this sector as workers kneel to get work, but there is often a shortage.” Guidance from your employers on dealing with workplace health and safety (WHS) in the new flexible work environment.

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The findings complement a research analysis by Swinburne and Deloitte of the views and flexible work experiences of 1,553 Australian knowledge workers.

The data shows that 34.5% of the respondents are working more outside normal hours, only 15.1% are working less and 48.1% are working the same hours. When asked about reasons for working outside standard hours, 62.9% said workload, 43.4% preferred and 15.8% said their employer told them to.

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The report, which provides practical guidance to organizations on implementing effective flexible working practices for the well-being of employees, found that 23% of workers said they were working from home without a remote work policy.

Dr. Shawn Gallagher, director of the Swinburne Center for the New Workforce, said that without policy and clear guidelines on how to manage their time away from the office, employees are exposed to psychological risks such as less role clarity and less job control. The report shows that a significant number of Australian organizations are unlikely to meet their obligations as part of the new WHS guidelines surrounding psychosocial protection.

Recent updates to the WHS model legislation now formally require organizations to manage physical risks as well as psychosocial risks, through the implementation of an effective risk assessment and control framework.

“Flexible work is the new frontier for organizations to manage the well-being of their employees. Flexible working gives individuals more time and control – better work-life balance – which allows them to manage their well-being both on and off the job. Enables better prioritization,” he said.

“Our research has found that flexible working can help most individuals feel a better sense of balance in their lives and experience better levels of mental and physical well-being. This is an important relationship for employers to recognize. “

need leadership

Dr Gallagher said flexible workers tell them they want and need leadership to ensure that flexible work meets their individual needs and concerns.

“For example: Millennials are more likely to be concerned about their workplace choices having a negative impact on their career prospects (1.3x) or relationships at work (1.1x),” he said.

“Women are 1.7 times more likely than men to choose ‘home’ as their preferred location, compared to ‘office’.

“Flexible work policies should be similar rather than similar while meeting the needs of the workforce and the organization. Leadership is about consulting with your employees about how to balance the equation between employee expectations and the organization’s needs.”

The finding concluded that when structured effectively, hybrid and flexible work has been found to improve both employee performance and well-being, and that leaders, and the examples they set, are important to realize this.

But organizations are grappling with this perception, with 70% of respondents saying their organization had a formal remote work policy, adding to the challenges of working from home.

Deloitte Australia partner Justin Guiliano said poor implementation of flexible working arrangements can have unintended consequences such as blurred work-life limits and increased working hours, which are detrimental to employee well-being.

“We are seeing a variety of preferences in the Deloitte team and our customers about where, when and how to work, and this report discusses some of the key factors when maximizing work through flexible working,” he added. Seeking goodness.”

“A surprising insight was that when respondents had more than two dependents in the household, the proportion of people preferring hybrid work doubled. An important factor that needs more attention is when flexible work Leaders can have an impact on employees and their well-being through trust and expectation setting.



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