The pandemic finally introduced people to what I've known all along as a remote worker: the advantages of flexible working arrangements. A recent survey from ADP found that more than two-thirds of employees are capitalizing on flexible working opportunities. I'm hardly surprised; employees refuse to go back to how things were now that they know what they were missing.

As an HR leader, you cant put the toothpaste back in the tube. Or at least, you shouldn't. Unfortunately, many organizations are trying their darnedest to take away remote work and flex scheduling. According to Microsoft, 85% of leaders aren't convinced that remote work is productive, and 82% are concerned with getting their off-site workers back in person.

If your executives are among that group, you must help them rethink their reluctance. Not only can flexible working arrangements boost productivity, but they can also help you achieve your diversity, equity, and inclusion goals. Although it might take some time to adjust to a nontraditional model, allowing employees to work outside the 9-to-5 window can help you create a more inclusive, accessible workplace.

Why Is Flexibility Necessary for Inclusivity?

A cookie-cutter approach only works for people who fit the mold. And unfortunately, too many individuals fall outside this realm. Take parents or caregivers, for instance. Their personal responsibilities oron-call hours might overlap with traditional job expectations. They cant just stop what theyre doing to work for your company, so you end up missing out on employees who would otherwise be a great fit.

By embracing flexibility, you widen your hiring pool. You also gain access to hardworking employees. I know I've taken my laptop to my daughter's athletic practices many times. Id say at any given time, 30% of us parents are knocking out emails from the sidelines. We're thankful that we can do double duty without sacrificing any of our priorities.

Flexible working arrangements also enable people from diverse backgrounds and geographies to apply for your job openings. A Slack survey from 2021 indicates that 86% of Latinx or Hispanic, 81% of Black, and 81% of Asian or Asian American knowledge workers would prefer remote or hybrid work options. These are significant numbers. Can you afford to miss out on all this talent just to have people in a physical office five days a week?

Finally, you can't forget that the past few years have been particularly hard on marginalized groups. Social unrest and other concerns have caused a lot of emotional hardship for people who have been historically underrepresented. In particular, Black households were more likely to feel the brunt of the pandemic than other households, per the U.S. Census Bureau. Flexible working arrangements allow people to attend medical appointments, manage their mental health, and take control of their daily schedules. This is not only empowering, but also essential to the modern worker.

How to Navigate Flexible Working Arrangements

Flexible arrangements are the future of work. But this isn't to say that you have no control when it comes to when and where your employees do their jobs. As an HR leader, you can find the perfect solution for your company. Here's how:

1. State your organizations nonnegotiable requirements clearly during the hiring process.
What are your nonnegotiable requirements when it comes to flexible work? Do you expect your team to use certain virtual channels, such as Slack? What are the mandatory meetings you want everyone to attend daily, weekly, or monthly? It's essential that you're upfront during hiring and onboarding, so everyone knows what rules to adhere to.

If you don't state your nonnegotiable requirements, you risk people saying, "That's not what I signed up for." Remember that one person's definition of flexibility can vary greatly from another's. To avoid a mismatch, as well as negative blowback on Glassdoor or social media, be straightforward about your requirements, especially ones involving availability.

2. Be acutely aware of each managers style, and dont be afraid to retrain.
Picture the manager spectrum: On one end, you have long-leash managers who rarely check in with employees. On the other end, you have micromanagers who are the business version of helicopter parents. Although you probably want the former to be a little more hands-on, its the latter that you need to worry about.

Micromanagers have difficulty succeeding in flexible work environments. Its critical to identify your micromanagers so that you can either retrain or replace them. If you go the retraining route, expect some pushback. Some habits are engrained over years and even decades. The longer a micromanager has been successful, the harder it will be to change that person. Its not impossible, as long as the micromanager agrees to make the change to begin with.

3. Create an environment where its safe to jump ranks.
When I speak of jumping ranks, I'm not talking about promotions. Im talking about my direct reports' direct reports coming to me. In other words, people two levels below me on the corporate hierarchy need to feel comfortable communicating with me. As a leader, I usually initiate these discussions, and I always ask my direct reports if it's OK to talk to their direct reports. Getting permission shows that I care about them.

Where does jumping ranks come into play with remote work? It allows everyone to communicate more freely. You might notice some management gaps, particularly if your company begins to jump ranks in a flexible hybrid work environment. For example, one leader might find out that a direct report hasn't been hosting enough one-on-one meetings. In that case, the leader can be sure to emphasize and model the importance of these meetings during their coaching sessions.

4. Protect people from burnout by establishing communication expectations.
About 75% of people have experienced burnout at work, and 40% say it was specifically during the pandemic when the lines between work and home became blurred. You already know that burnout is bad for business. But with flexible work, you'll need to draw boundaries for employees in a way youve never had before. One business leader I know who runs a large organization tells employees,"If I call you during the holiday and you answer, I will fire you." He's never actually fired anyone, but the point is to help employees avoid burnout.

Boundaries are especially important when it comes to communicating in a flexible environment. For instance, what do you do if a co-worker or boss sends you a message at 7 p.m.? Encourage all employees to set up their schedules in the company calendar and add their hours to their email signatures. That way, every team member knows when they can expect responses.

There has been a lot of banter around the ideal work arrangement. One thing is clear: The Industrial Revolutions first-shift model is due for an overhaul. I can assure you that flexibility in the workplace isn't something to fear. It's something that can be incredibly beneficial to your organization, your employees, and your goals.