How will it work in practice?

Sometimes employers are against the idea of different working patterns because it's unclear how they will work in practice. The following frequently asked questions will help you see how work-life balance can work.

It's important to remember there are many examples of successful flexible working arrangements. If other employers have found solutions, it should be possible in your workplace too.

Who will cover for times when an employee isn't at work?

If it's essential that a particular job is covered during the whole working day (such as a receptionist), then job-sharing or a shift system for part-time workers may be the solution.

If the completion of a job is important (such as design work), then changes could be made to working hours.

Flexible working lets businesses extend their working times and services. Job-sharers can cover for each other, and if holidays are taken at different times at least half of the job is still done.

What about communication?

Good communication systems are essential. You'll need to consider whether any extra communication will be needed if you change your working pattern.

In some jobs it will be crucial. For example, teachers who job-share a class will need a comprehensive hand-over. Job-sharers need to programme in a period of overlap, especially in jobs with more responsibility.

Employers recognise that this time can be extremely productive. What matters is that effective practical procedures are set up.

What happens about bank holidays for job-sharers?

There are eight bank holidays a year. A common sense solution is to apportion these pro rata and add them to holiday entitlement. So if one job-sharer always works on a Monday they'll not be the only one to benefit.

How do you supervise employees working at home?

In some cases people occasionally work from home or they regularly do specific tasks (report writing or preparing for a presentation) at home. In these situations a trust usually develops, and supervision is unnecessary as the employee is also regularly in the office.

If employees always work at home then employers need to set up a structured system for management.

The emphasis will be on the completion of tasks rather than on time. Performance measures should be agreed and then monitored.

Communication is very important for those working at home. Assess when and how contact should be made. Steps should be taken by managers so that staff do not feel isolated. This could be done by regular contact, meetings, social events and support groups.

Will it cost more?

More employees may mean higher administration, training, space and equipment costs. But by retaining experienced staff you will reduce the cost of recruitment and training.

There will also be the extra cost of setting up employee's IT needs at home. But overall, people working at home will reduce costs - for example, less office space is needed.

There are strong arguments for saying that the benefits outweigh any costs. Employees who work less than full-time are said to be more productive because they have more energy and are fresher.

What if one job-sharer leaves?

Think about this from the outset. Many employers offer the full-time post to the remaining sharer, but it may not be practicable for them to work full-time. Normally a job-share vacancy is advertised in the same way as any other.

If filling the post is difficult the remaining sharer may have to become full-time. Or the sharer could continue part-time and the other half of the job be re-allocated. This is an opportunity to re-think work distribution and roles. Employers have found creative ways of dealing with this situation.

What if other employees resent one person leaving work early and they all ask to work different hours?

It makes good sense to make sure everyone is consulted when new working arrangements are introduced.

It's part of good management practice to ensure employees are treated fairly and that they are not overloaded with work. Resentment may well arise if no arrangements are made to deal with part of someone's job when they reduce their hours.

Despite the increase in the number of employers adopting flexible working arrangements, there's little evidence that employees use them, apart from flexi-time and part-time work.

Remember, if hours are reduced so is the pay!