dynamic work arrangement, is it possible?
dynamic work arrangement, is it possible?
Nov 23, 2022
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dynamic work arrangement, can we bring it into reality of any type of organization?
The world has been dealing with the Covid-19 pandemic for more than two years. During those periods, the organizations, both in public and private sector, are making any arrangement on how they particularly fulfill their target among their resources.
Within this pandemic era, there are more new terms in the working environment,named like work from home (WFH), work from office (WFO), virtual meeting, etc. This has been our daily activities during the pandemic situation. The latest, we are introduced by term “work from anywhere” concept, now being rearrange as Dynamic Work Arrangement”.
The discussion about how organizations frame their workflow along with the resources that should be the minimum and essential procedures, has been more and more interesting.
To summarize the topic, we started with the definition of Flexible Work Arrangement (FWA). FWA is a working arrangement that allows the officer to adapt their time and location to run their task. As a result, this arrangement creating the employee various schedule. They can choose the time, location to run their task and end their session.
During the pandemic era, technology of communication and information are accelerated, that can be an advantage to support the flexible working arrangements. With the help of technology, employees can still be connected and delivered the task despite their absence in the office. There are plenty of FWA types: Remote, Flextime, compressed working hours, partial time, job sharing, etc. Which type are best to perform are conditional to the type of business and goals of each organization. They say, adapting the so called “modern working culture” giving several advantages such as: maintaining also motivating the high-performance employees, reducing the employee's absence, help maintaining the employee's responsibility to complete their task even outside the office area, avoiding the officers stress, reducing the office operational costs, and others.
Despite its advantage, there are some deficiencies as a result of implementing the FWA, most of it relate to the employee psychological itself. Among the deficiency is: the difficulties to determine meeting time, there are no clear boundaries between professional and personal life, difficult to run the team bonding, meeting is becoming less effective, collaboration become impossible without the right tools, etc.
Now, after years living together with the pandemic, several organizations are preparing themselves to run hybrid working arrangements, some of them even require physical presence. For example, Elon Musk strictly requires employees to be able to be presence in the office and working a minimum of 40 hours per week. Anyone who does not comply with his policy is forced or considered to be resigned. About the reason, Musk argues that physical presence is a must. Office has to be a place where tasks are carried out, not by remote or virtual.
As for the pros and cons of implementing flexible work arrangements, what does the organization sholud do next? Should they force their employees to be physically present in the office? If it necessary, how do they mitigate the risk of another pandemic in accordance with their performance and the organization goals? Or should they immediately implement this work arrangement in every sector as a translation of the new era after the pandemic?
To answer those questions, there are several basic questions which must be confirmed by the organization itself. We called it as a trivia:
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What type of organization? Is it public or private sectors?
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How big is the organization size? Including the capital, resources, and the employee?
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Who is their customer and or stakeholder?
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Which type of working method are they focusing on?
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Where do they build their offices mainly?
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When is the right time to transform into the new era?
Flexible working arrangements is a new concept which has consequences as of the sword. In the right person, it may become an advantage to accelerate the performance and their organization goals. But in the wrong person, it will be an obstacle that will hinder even destroy the organization itself. The simplest key is if the organization can answer those trivial questions, formulate it into their organization strategy.
On any organization, weather if its public or private, not all the division can implement the flexible work arrangements. Those who oversee production or the ones who confront the customers, cannot have those privileges. Instead, those who deal with visualization and or thinking the organization strategy can taste or implement those arrangements. Of course, in one condition, they should be an evaluation of implementation compared with the performance and or the effective and efficiency measurement.
That is why we prefer to call it dynamic work arrangement, maybe it does not have to be fully flexible, but we can arrange it in some way. Because if we implement it strictly, then what is the use of leave entitlement? Or why should there be a working hour setting? It's hard to manifest the work life balance but that doesn't mean it's impossible.
Quotes.
"hidup tidak mungkin siang terus dan nggak ada malamnya."- ignasius jonan
"ditunggu tidak terjadi, ditinggal dicari-cari. setipis itu batas antara kepasrahan dan kesabaran."- myself
"pemimpin adalah orang yang berhasil dipimpin."- puthut ea
"membantu bukan menitip budi untuk ditagih menjadi hutang tapi menabung pertolongan dari orang lain."- myself
"mereka yang berilmu semakin jarang mengaku yang paling tahu."- myself
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