Finding Ways to Make Scheduling Flexibility Feasible and Profitable: Create Value by Improving Conditions for Your Low-Level Workers

By: Jody Heymann

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Synopsis: Many managers assume that a lack of work-related benefits such as paid sick leave, paid leave to care for family members, and scheduling flexibility are inherent in the type of work low-level employees perform, when in fact the opposite is true. Flexibility is not only important to the health and well-being of your workers and their families, but can provide valuable returns for your company. This chapter examines the experiences of factory line-workers and managers at all levels in two firms that provided great flexibility at the bottom of the corporate ladder. The companies profiled in this chapter show that flexibility and leave policies are viable across job positions and economic sectors, and that implementation of such policies yields substantial productivity and quality gains for the whole organization. Through personal stories and in-depth analysis, you will learn how to create policies for sick leave, maternity leave, sabbaticals, and individualized scheduling that are inexpensive in relation to the benefits your company will reap by being able to motivate and retain qualified, experienced workers. This chapter was originally published as Chapter 2 of "Profit at the Bottom of the Ladder: Creating Value by Investing in Your Workforce."