If an organization values flexibility, why not just let each manager decide how to implement it with each employee? What could go wrong?

Many companies allow for some flexibility in work arrangements, but fewer have established formal policies for it. Putting guidelines in writing is one important step in ensuring that such arrangements are fair and well understood. Here are some additional tips for setting up flexible arrangements that are consistent with the company's objectives:

• Set guidelines or boundaries for what is flexible. For example, an organization might specify that employees may work any hours between Monday and Friday as long as these include at least 40 hours worked at the office each week.

• Establish performance standards that managers can track whether or not they and their employees are working in the same place at the same time.

• Recognize that some jobs are suitable for flexible work hours and locations, but others are not. Review job requirements to ensure that decisions about flexibility are related to the conditions for successful job performance.

• Define flexibility in a way that applies equitably-for example, not just to parents. Stereotypes might suggest that women care more about workplace flexibility because they more often have caretaking roles in their families.

However, surveys that ask about flexibility are finding that men also value it.

• Plan what measures to use to monitor the success of any flexibility policies. For example, the company might measure employee turnover, absenteeism, and output before and after starting to offer flexibility, in order to estimate its impact on business success.

• Develop managers' understanding of and ability to support flexible arrangements. If managers are uncomfortable with, say, flextime, employees will hesitate to use it. These policies will be more effective if managers feel confident in leading employees and measuring performance.