Addressing Singapore employers’ hopes and fears for flexible work arrangements: Opinion
Source: Business Times
Article Date: 16 Apr 2025
One of the most significant advantages of flexible work arrangements is the potential to attract and retain a larger talent pool.
Amid the high-profile calls by some tech and financial companies for workers to return to the office, it may come as a surprise that "employers are ready" for flexible work arrangements (FWAs) is the main conclusion of a research collaboration between The Singapore National Employers Federation (SNEF) and the Singapore University of Social Sciences.
Many have mixed feelings, though. These quotes, taken from our surveys, illustrate the mix of hopes and fears among employers in making provisions for FWAs.
"What we can see is probably... FWAs will allow us a bigger pool of employee choices, because we are now (able to employ) those groups of people who used to be unable to work due to... personal reasons." -- General manager, retail, F&B and general services
"(Larger companies) have a big pool of (employees in the) maintenance team, so maybe they can do (FWAs). But for contractors like medium enterprises like us from the process sectors, with the local workforce being very scarce, it's very hard to implement FWAs on the ground." -- Chief operations manager, energy and utilities
Improving employee retention
Having taken effect on Dec 1, 2024, the Tripartite Guidelines on Flexible Work Arrangement Requests (TG-FWAR) set out the process for employees to formally make requests for FWAs, and for employers to consider and respond to such requests properly.
Our interviews and surveys with 367 employers between September and October 2024 found that eight in 10 employers are ready to adopt FWAs. Some 70 per cent already having processes in place to evaluate FWA requests, a legacy of Covid-19 remote working practices.
"For the rest of the team who are actually more office-based, I think that Covid actually already proved that they don't need to be physically there all the time." -- Director, transport and logistics
While the overall sentiment leans towards optimism, concerns persist, and readiness is not uniform across all sectors.
Respondents from industries such as information and communications report higher confidence levels than respondents from sectors like maritime, where the nature of work and specific operational constraints pose significant hurdles.
While a majority of employers express readiness to embrace this change, concerns linger, particularly for smaller firms and industries with specific operational constraints. We think it is important for employers, employees and the government to recognise and address these concerns.
Employers increasingly recognise the potential benefits of the guidelines. By providing a structured approach to evaluating and implementing FWAs, the TG-FWAR offers a promising avenue to address pressing workforce challenges.
"Months ago, we encountered a problem. No matter what I put on job banks or on advertisements, I cannot get (a) security officer... (After implementing flexi-time) when I put the advertisement out, within a month I managed to get three security (officers) to work for me." -- Human resources (HR), real estate and building services
Indeed, one of the most significant advantages of FWAs is the potential to attract and retain a larger talent pool.
By offering flexible work options, employers can appeal to a wider range of candidates, including individuals with family commitments, those with disabilities and those who prefer non-traditional work arrangements.
We know from existing research that an expanded talent pool can enhance organisational diversity, innovation and problem-solving capabilities.
Moreover, FWAs can significantly improve employee retention. By accommodating employees' individual needs and preferences, employers can foster a sense of loyalty and commitment. Evidence shows that engaged employees are more likely to stay with an organisation, reducing turnover costs and ensuring business continuity.
"(For an employee on FWA, the employer's priority is to) just get work done and then (the employee can) spend time with family... Once (the employee) comes back... she would (voluntarily) be more diligent... (For example), if there's some (urgent tasks) today, we need to get this done, we'll rush until 8 or 9 pm (to complete it)." -- Director, retail, F&B and general services
Employees have a role to play in the success of FWAs. Many of us may have heard of people who have misused FWAs by working remotely from overseas or using work hours for personal errands. Such misuse can undermine the effectiveness of these arrangements, and erode trust between employers and employees.
"I (have) observed employees taking advantage of these flexible arrangements (where) staff (were) caught shopping during work hours while working from home." -- Employer, information and communications
Trust is critical when employers and managers review FWA requests. Decisions can often be seen as subjective, influenced by factors like the manager's impression of an employee's commitment and responsibility. Employers worry that this can lead to decisions perceived to be inconsistent, potentially fostering resentment and a sense of inequity among employees.
"(Reviewing FWA requests is) very challenging for management because we... constantly (have to) weigh whether approving something will result in jealousy or... other (issues among employees)" -- Employer, retail, F&B and general services
Indeed, our survey found that employers were not fully confident that their HR and line managers would be able to comply with the TG-FWAR.
This concern can be addressed by training managers to manage and evaluate requests fairly and consistently, and by equipping them with the necessary skills and knowledge. Clear, transparent company guidelines, training programmes and regular feedback mechanisms can empower managers to make informed decisions.
Bridging gaps
Another concern that needs addressing is a misconception among employers that with the implementation of the TG-FWAR, they are obligated to approve all FWA requests. It is no surprise that this group was also less likely to say that they are ready for the implementation.
Addressing this knowledge gap for both employers and employees is crucial to ensure fair and consistent implementation of the guidelines. Employers need to understand what constitutes a fair evaluation.
At the same time, employees must also be aware that a FWA is not an entitlement that employers are required to grant, but an arrangement subject to business needs and mutual agreement. Bridging this gap requires developing company policies, educating employees on the guidelines and sharing case studies.
Tripartite partners, the government, unions and employers can play a pivotal role in supporting the adoption of FWAs. By providing guidance, funding training programmes and financial incentives, the government can create an enabling environment for businesses to embrace FWAs.
There could also be a centralised online resource hub, providing accessible and customisable resources to help organisations benchmark their progress and guide them towards effective FWA adoption. To motivate and acknowledge organisations, the government could recognise FWA trailblazers through various platforms or events, in order to help normalise FWAs and encourage other organisations to do better.
Ongoing employer education through outreach programmes and workshops can clarify key aspects of the guidelines and ensure compliance. Employers can report the usefulness of sharing practical strategies to address challenges. Sharing case studies would also be helpful. Facilitating the sharing of these insights on forums or through bodies like the National Trades Union Congress and SNEF can help others navigate similar hurdles.
Lastly, in the longer term, there should be regular monitoring of FWA-related policies and updates to help organisations assess the effectiveness of their strategies, refine their policies and identify gaps.
Through these efforts, we can allay the fears and realise the hopes of employers while fostering a workplace environment that benefits all stakeholders -- employers, employees and tripartite partners.
Addressing challenges and promoting FWAs will not only enhance employee well-being and organisational resilience, but also reinforce Singapore's commitment to progressive workplace policies and align with long-term workforce development goals.
Dr Tay Huay Ling is associate professor, logistics and supply chain management programme at the Singapore University of Social Sciences' School of Business (SUSS), and Dr Victor Seah is director of the Behavioural Insights Centre of Excellence at SUSS
Source: The Business Times © SPH Media Limited. Permission required for reproduction.
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