โอกาสในการทำงานที่มีความยืดหยุ่นสาม

โอกาสในการทำงานที่มีความยืดหยุ่นสามารถได้รับประโยชน์ทั้งนายจ้างลูกจ้างและครอบครัวของพวกเขา นายจ้างส่วนใหญ่ในขณะนี้ยอมรับว่ามันทำให้รู้สึกทางธุรกิจที่ดีที่จะให้โอกาสการทำงานที่ยืดหยุ่นสำหรับพนักงานของตน. . Flexible working opportunities can benefit everyone: employers, employees and their families. Most employers now recognise that it makes good business sense to provide flexible working opportunities for

ความยืดหยุ่นในการทำงาน and work life balance ได้กลายมาเป็นหัวข้อสำคัญในองค์กร ซึ่งทั้งสองหัวข้อสามารถส่งผลกระทบทั้งในด้านบวกและด้านลบต่อองค์กรและต่อบุคคล
Flexible working arrangements and work-life balance have become an important human resource management aspect for employers and employees, both of them could have advantages and disadvantages consequences to organisation and individual

The Department recognises the importance of flexible work arrangements and family friendly work practices in maintaining a diverse, adaptive and high performing workforce.

An employee may request a flexible work arrangement to assist them to balance their work and life/family commitments. Requests will be assessed by the principal/manager on a case-by-case basis taking into account legislative requirements and the needs of both the employee and the workplace.

The decision to implement a flexible work arrangement should be agreed between the principal/manager and the employee with the chosen arrangement being mutually acceptable. The success of flexible work arrangements requires 'give and take' and a shared responsibility between the employee and principal/manager to make the arrangements work.

For comprehensive policy information and guidelines to assist with making and evaluating requests for flexible work arrangements see below under ‘Other Resources’.

Flexible working' is a phrase that describes any working pattern adapted to suit your needs. Common types of flexible working are:

part-time: working less than the normal hours, perhaps by working fewer days per week
flexi-time: choosing when to work (there's usually a core period during which you have to work)
annualised hours: your hours are worked out over a year (often in set shifts with you deciding when to work the other hours)
compressed hours: working your agreed hours over fewer days
staggered hours: different starting, break and finishing times for employees in the same workplace
job sharing: sharing a job designed for one person with someone else
home working: working from home

Ans- Earlier there was a war for talent acquisition, now employers are reluctant for this investment to be shown the door in some business sectors. Instead of that, they are now focusing on reduced work week, part time work and work arrangements with increased flexibility such that they could retain their staff. So, some employers are now doing inevitable reductions in staff as this leads to an opportunity to redesign their roles and new ways of doing jobs could be found out and employees could simultaneously maintain their work-life balance by working more flexibly.

Juliet Bourke is not entirely comfortable with where the “reshaped” argument for flexibility is heading. While workplace flexibility could reduce overheads and boost productivity, she is concerned that the point of workplace flexibility has shifted – and not for the better.

According to Bourke, flexibility is now about getting of more out of fewer people instead of the previous paradigm and she is afraid of the unintended consequences of this line of thinking. This was presented by her during the launch of a website (www.workplaceflexibility.com.au) which is used to assist companies in developing flexible work practices.

Also, employers could visualize the economic crisis as the time of using flexibility as an opportunity in nasty ways. They might reduce the working hours of employees when they are not needed and could put an extra workload on other staff which have to work longer, which would lead to an increased workload. So, flexibility could not ensure that it is the win-win situation for employee and employer both in most of the situations.

Although, only benefit that was requested universally – both vertically and horizontally across organizations to support work/life balance – was flexibility.In some organizations, for accommodating new requirements, business should develop sustained solutions for flexible working andutilize job redesign.

There might be situations in which demand from clients could decrease as a result of downturn. In response to this decrease, people could reduce work hours through flexible work arrangements and could improve their work life balance. A key element of this strategy includes comprehensive programs for employee flexibility and employee assistance and it would help to develop a diverse, adaptive and high-performing workforce able to meet current and future business needs. Voluntary flexible work and leave options could be provided to avoid redundancies and wages and salaries could be paid accordingly. But, in some organizations, whether there is a strong culture around work/life balance or not, redundancies are inevitable. However, where executives have seen and recognized the benefits that accrue from work/life strategies, it is more likely that senior managers and leaders would explore alternative ways to work as a way to reduce costs and minimize redundancies. Executives know that they need staff that are engaged and committed if they are to continue to be profitable. A culture delivers higher levels of employee engagement if it is supportive of work/life balance for its employees. Flexibility is also about more effective and efficient ways of working for all employees, regardless of whether they work part or full-time (Martin, 2015).

Whereas, in case of natural attrition, redeployment and flexible work practices, most of the reductions come, whenever the downturn is there and employees have to remain agile in such situations. In future duration, economy might pick up and the talent acquisition could be again in demand. Also, employees have a sense that they should have to work harder and sometimes longer in a downturn. But, sometimes there is huge impact on engagement, which is pivotal to discretionary effort and productivity. It’s hard to have an engaged workforce if they’re resentful. Even in the short term, that drive to get more out of less is not always productive. So at a time when you need high levels of engagement, you could find yourself operating a business with low levels of engagement.

As corporations look to increase sales and save on costs to ensure profitability, there’s an expectation that people would do what needs to be done – and that’s to get the results. This would impact on people and the amount of time required doing this.This trend is especially prevalent in multinationals, which have regional offices. As companies are teleconferencing more to save on travel costs, this requires employees to be on call more often across different time zones (Richmond, 2013).

Unless structural efficiencies are put in place and job roles redesigned following a redundancy program, companies could hamstring themselves as they seek to do more with less. While it is well established that talented employees are significantly more productive and profitable, there could a fine line between stretch goals and burnout even for talented performers.

So, we could say that flexibility has moved from its original paradigm to an extent which is necessary and inevitable. Pros and cons are associated with it, and proper management could lead to proper efficient workforce who has work-life balance.

Results (English) 1:

Opportunities for flexible working can benefit both employers and employees and their families. Most employers now accept that it makes good business sense to provide an opportunity for employees to work flexible Flexible working opportunities. its can benefit everyone: employers, employees and their families. Most employers now recognise that it makes good business sense to provide for flexible working opportunities. Flexibility in working life and work balance has become a major topic in the Organization, both of which can affect the entire topic in the positive and negative towards the Organization and person.Flexible working arrangements and work-life balance have become an important human resource management aspect for employers and employees, both of them could have advantages and disadvantages consequences to organisation and individualThe Department recognises the importance of flexible work arrangements and family friendly work practices in maintaining a diverse, adaptive and high performing workforce.An employee may request a flexible work arrangement to assist them to balance their work and life/family commitments. Requests will be assessed by the principal/manager on a case-by-case basis taking into account legislative requirements and the needs of both the employee and the workplace.The decision to implement a flexible work arrangement should be agreed between the principal/manager and the employee with the chosen arrangement being mutually acceptable. The success of flexible work arrangements requires 'give and take' and a shared responsibility between the employee and principal/manager to make the arrangements work.For comprehensive policy information and guidelines to assist with making and evaluating requests for flexible work arrangements see below under 'Other Resources'.Flexible working' is a phrase that describes any working pattern adapted to suit your needs. Common types of flexible working are:part-time: working less than the normal hours, perhaps by working fewer days per weekflexi-time: choosing when to work (there's usually a core period during which you have to work)annualised hours: your hours are worked out over a year (often in set shifts with you deciding when to work the other hours)compressed hours: working your agreed hours over fewer daysstaggered hours: different starting, break and finishing times for employees in the same workplacejob sharing: sharing a job designed for one person with someone elsehome working: working from homeAns- Earlier there was a war for talent acquisition, now employers are reluctant for this investment to be shown the door in some business sectors. Instead of that, they are now focusing on reduced work week, part time work and work arrangements with increased flexibility such that they could retain their staff. So, some employers are now doing inevitable reductions in staff as this leads to an opportunity to redesign their roles and new ways of doing jobs could be found out and employees could simultaneously maintain their work-life balance by working more flexibly.Juliet Bourke is not entirely comfortable with where the "reshaped" argument for flexibility is heading. While workplace flexibility could reduce overheads and boost productivity, she is concerned that the point of workplace flexibility has shifted – and not for the better.According to Bourke, flexibility is now about getting of more out of fewer people instead of the previous paradigm and she is afraid of the unintended consequences of this line of thinking. This was presented by her during the launch of a website (www.workplaceflexibility.com.au) which is used to assist companies in developing flexible work practices.Also, employers could visualize the economic crisis as the time of using flexibility as an opportunity in nasty ways. They might reduce the working hours of employees when they are not needed and could put an extra workload on other staff which have to work longer, which would lead to an increased workload. So, flexibility could not ensure that it is the win-win situation for employee and employer both in most of the situations.Although, only benefit that was requested universally – both vertically and horizontally across organizations to support work/life balance – was flexibility.In some organizations, for accommodating new requirements, business should develop sustained solutions for flexible working andutilize job redesign.There might be situations in which demand from clients could decrease as a result of downturn. In response to this decrease, people could reduce work hours through flexible work arrangements and could improve their work life balance. A key element of this strategy includes comprehensive programs for employee flexibility and employee assistance and it would help to develop a diverse, adaptive and high-performing workforce able to meet current and future business needs. Voluntary flexible work and leave options could be provided to avoid redundancies and wages and salaries could be paid accordingly. But, in some organizations, whether there is a strong culture around work/life balance or not, redundancies are inevitable. However, where executives have seen and recognized the benefits that accrue from work/life strategies, it is more likely that senior managers and leaders would explore alternative ways to work as a way to reduce costs and minimize redundancies. Executives know that they need staff that are engaged and committed if they are to continue to be profitable. A culture delivers higher levels of employee engagement if it is supportive of work/life balance for its employees. Flexibility is also about more effective and efficient ways of working for all employees, regardless of whether they work part or full-time (Martin, 2015).Whereas, in case of natural attrition, redeployment and flexible work practices, most of the reductions come, whenever the downturn is there and employees have to remain agile in such situations. In future duration, economy might pick up and the talent acquisition could be again in demand. Also, employees have a sense that they should have to work harder and sometimes longer in a downturn. But, sometimes there is huge impact on engagement, which is pivotal to discretionary effort and productivity. It's hard to have an engaged workforce if they're resentful. Even in the short term, that drive to get more out of less is not always productive. So at a time when you need high levels of engagement, you could find yourself operating a business with low levels of engagement.As corporations look to increase sales and save on costs to ensure profitability, there's an expectation that people would do what needs to be done – and that's to get the results. This would impact on people and the amount of time required doing this.This trend is especially prevalent in multinationals, which have regional offices. As companies are teleconferencing more to save on travel costs, this requires employees to be on call more often across different time zones (Richmond, 2013).Unless structural efficiencies are put in place and job roles redesigned following a redundancy program, companies could hamstring themselves as they seek to do more with less. While it is well established that talented employees are significantly more productive and profitable, there could a fine line between stretch goals and burnout even for talented performers.So, we could say that flexibility has moved from its original paradigm to an extent which is necessary and inevitable. Pros and cons are associated with it, and proper management could lead to proper efficient workforce who has work-life balance.

Results (English) 2:

Job opportunities with flexibility can benefit both employers and employees and their families. Most employers now recognize that it makes good business sense to provide flexible working opportunities for their staff. . Flexible working opportunities can benefit everyone: employers, employees and their families. Most employers now recognise that it makes good business sense to provide flexible working opportunities. for flexible working and work life balance has become a major topic of the organization. Both topics can impact both positive and negative aspects of the organization and the individual Flexible working arrangements and work-life balance have become an important human resource management aspect for employers and employees, both of them could have advantages and disadvantages consequences. to organization and individual Recognises the importance of Flexible Work The Department Family friendly Work Arrangements and Practices in maintaining a diverse, Adaptive and High performing WorkForce. An employee Flexible Work Arrangement to a May Request Assist them to balance their Life and Work / Family commitments. requests Will be Assessed by the Principal / Manager on a Case-by-Case basis taking Into Account legislative requirements and the Needs of both the employee and the Workplace. The decision to IMPLEMENT a Flexible Work Arrangement should be agreed between the Principal / Manager and. the employee with the Chosen Arrangement being mutually acceptable. The Success of Flexible Work Arrangements requires 'give and take' and a Shared Responsibility between the employee and Principal / Manager to Make the Arrangements Work. For Comprehensive Policy information and guidelines to Assist with Making and. evaluating requests for Flexible Work Arrangements See Below under 'Other Resources'. Flexible working 'is a phrase that describes any working Pattern adapted to Suit your Needs. Common types of Flexible working are: Part-time: working less than the Normal hours, perhaps. by working fewer days per Week flexi-time: choosing when to Work (there's usually a core period during which You have to Work) annualized hours: your hours are worked out over a year (often in SET shifts with You deciding when to Work the. Other hours) Compressed hours: working your agreed hours over fewer days staggered hours: different Starting, Break and Finishing times for employees in the Same Workplace job Sharing: Sharing a job designed for one person with someone Else Home working: working from Home Ans-. Earlier there was a war for talent acquisition, now employers are reluctant for this investment to be shown the door in some business sectors. Instead of that, they are now focusing on reduced work week, part time work and work arrangements with increased flexibility such that. they could retain their staff. So, some employers are now doing inevitable reductions in staff as this leads to an opportunity to redesign their roles and new ways of doing jobs could be found out and employees could simultaneously maintain their work-life balance by working more. flexibly. Juliet Bourke is not entirely comfortable with where the "reshaped" argument for flexibility is heading. While Workplace flexibility could Reduce overheads and Boost Productivity, She is concerned that the Point of Workplace flexibility has shifted - and not for the better. According to. Bourke, flexibility is now about getting of more out of fewer people instead of the previous paradigm and she is afraid of the unintended consequences of this line of thinking. This was presented by her during the launch of a website (www.workplaceflexibility.com. au) which is used to Assist companies in developing Flexible Work Practices. Also, employers could visualize the Economic Crisis as the time of using flexibility as an opportunity in nasty Ways. They Might Reduce the working hours of employees when they are not needed and could. Put an extra workload on Other staff which have to Work Longer, which would Lead to an Increased workload. So, flexibility could not ensure that it is the Win-Win situation for employee and Employer both in Most of the Situations. Although, only Benefit. that was requested universally - Vertically and horizontally Across both organizations to Support Work / Life balance - was Flexibility.In Some organizations, for accommodating New requirements, business should develop sustained Solutions for Flexible working Andutilize job redesign. There Might be Situations in which demand from. clients could decrease as a result of downturn. In response to this decrease, people could reduce work hours through flexible work arrangements and could improve their work life balance. A key element of this strategy includes comprehensive programs for employee flexibility and employee assistance and it would. help to develop a diverse, adaptive and high-performing workforce able to meet current and future business needs. Voluntary flexible work and leave options could be provided to avoid redundancies and wages and salaries could be paid accordingly. But, in some organizations, whether there. is a strong culture around work / life balance or not, redundancies are inevitable. However, where executives have seen and recognized the benefits that accrue from work / life strategies, it is more likely that senior managers and leaders would explore alternative ways to work as. a way to reduce costs and minimize redundancies. Executives know that they need staff that are engaged and committed if they are to continue to be profitable. A culture delivers higher levels of employee engagement if it is supportive of work / life balance for its employees. flexibility is also About more effective and efficient Ways of working for all employees, regardless of whether they Work Part or full-time (Martin, two thousand and fifteen). whereas, in Case of Natural attrition, Redeployment and Flexible Work Practices, Most of the reductions Come. , whenever the downturn is there and employees have to remain agile in such situations. In future duration, economy might pick up and the talent acquisition could be again in demand. Also, employees have a sense that they should have to work harder and sometimes longer. in a downturn. But, sometimes there is huge impact on engagement, which is pivotal to discretionary effort and productivity. It's hard to have an engaged workforce if they're resentful. Even in the short term, that drive to get more out of less. is not always Productive. So at a time when You Need High levels of engagement, You could Find Yourself operating a business with low levels of engagement. As corporations Look to increase Sales and Save on costs to ensure profitability, there's an Expectation that people would. do what needs to be done - and that's to get the results. This would impact on people and the amount of time required doing this.This trend is especially prevalent in multinationals, which have regional offices. As companies are teleconferencing more to save on travel. costs, this requires employees to be more often on Call Across different time zones (Richmond, 2,013). Unless structural Put in Place Efficiencies are following a redundancy and job roles Redesigned Program, companies could hamstring themselves to do more with less as they Seek. While it is well established that Talented employees are significantly more Productive and profitable, there could a Fine line between stretch goals and Burnout even for Talented Performers. So, we could Say that flexibility has moved from its Original Paradigm to an extent which is necessary and. inevitable. Pros and cons are associated with it, and proper management could lead to proper efficient workforce who has work-life balance.