Businesses concerned about whether an OSEP will work in their organisation can take heart from the fact that OSEPs have been growing in popularity and success around the world. From overseas experience we know there are seven specific success factors. Not all OSEPs start with all seven elements in place but knowing these critical factors makes planning for success easier.
1. The OSEP is designed to support off-site work within ordinary working hours.
OSEP’s relocate work from one location to another – they don’t change the hours of work (unless an employee specifically requests it). It is not wise to actively support or encourage after-hours or weekend work through your OSEP. This would work against creating a family-friendly work place and can lead to overwork and stress that damages productivity in the long run.
2. Not all staff are able to participate in an OSEP – they must be a voluntary and mutual agreement.
Neither employees nor their supervisors should be forced to be part of an OSEP arrangement. The employee might not have space at home, might not have sufficient self-discipline, and might not be comfortable working by themselves. The supervisor’s management skills might not be good enough to handle ‘staff they can’t see’.
3. OSEPs are available to all employees (within guidelines) as a normal work option.
An OSEP shouldn’t be promoted as a perk for some staff, but as a normal work option for all. Staff participating in an OSEP should not be treated differently to other staff – the only thing that should change (in general) is the location where their work is performed.
Some positions or personalities might not be right to participate in an OSEP (for example, the manager probably needs to be on-site for most of the working day) but decisions should be based upon the OSEP selection criteria and not management decree, which can lead to favouritism, creating ill will within your business.
4. OSEPs are supported by management and by objective, not by time-based measurements.
Supervisors and managers require some form of performance management system to effectively manage the performance of off-site employees, and ensure employees have the guidance and support they need to retain their productivity.
5. An OSEP is arranged to maximise benefits and avoid possible problems.
While the goal is to create a flexible work place, some level of control is necessary. For example, if workspace sharing is involved, there will be problems if everyone turns up on the same days.
Who pays for what, who will be eligible, and the impact of OSEPs on other employment conditions should all be spelt out in advance.
6. OSEPs have clear corporate and individual objectives – known in advance and focused on throughout implementation and operation.
Clear objectives are important for everyone involved in the OSEP. The company needs to know the benefits it wants to gain and the employee needs to know why they want to participate in the programme. If employers and employees understand what objectives they want to achieve through participating in the OSEP, they are more likely to work towards achieving the desired objectives, and be able to solve problem as they occur.
7. OSEPs are part of, and supported by, the corporate culture.
This is often the most difficult, and most important, success factor. In successful programmes, OSEPs are simply accepted as ‘the way we work around here’. Meetings are not scheduled for when off-site employees are out of the office, they do not feel disadvantaged, and senior management also work off-site. Unless OSEPs are implemented from the top down, it may be hard to sustain the programme in the long term.