survival of the flexist

7/31/2019 Survival of the flexist

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Housed in the midst of Silicon Valley, Stanford students

will have a lot of job options upon graduation. However,

one thing graduates might not be thinking about as theylook for job openings and prepare for job interviews is

that the old way of doing work probably won't resonate

with their goals and values, as Millenials.

Major shifts in economic and demographic trends in the

past few decades have complicated todays employment

equation. Todays workforce is increasingly composed of women, dual-earner couples and seniors. However,

many of todays work structures originated in the industrial era when single-earner households were the

norm. The traditional ways of working that grew out of the assumption that dad was at the office while mom

was at home remain deeply entrenched norms to this day one-size-fits-all formulas with strict scheduling,

linear career paths, centralized workspace, intense availability, face time, and in-person management.

These formulas do not match the changing nature of work itself, nor do they match what todays workers

actually want and need. The increase in working long hours among professional occupations amidst a

decline in the value of real wages, the transition to an information-based economy, and increasing demands

for work-life balance from those with caregiving responsibilities and the Millennial generation have all

fundamentally challenged these traditional norms. Thus, there is a mismatch between the needs of the actual

people in todays workforce and the structure of workplaces.

On the employer side of the equation, workplaces in this new landscape seek to harness the brightest talent

and provide attractive opportunities for all workers. Old formulas for hiring, retention and management need a

facelift for the 21st century workforce.

Graduate students from across the campus engaged in discussing these issues and joined together for a

week-long course,Redesigning Workplaces for 21st Century Women and Men, an offering of Stanford

Graduate Summer Institute (SGSI), a program sponsored by the Office of theVice Provost of Graduate

Survival of the flexist

The evolution of work and why workplaces need to adapt

by Sharon Jank andAlexander W. Watts on Monday, October 31, 2011 - 2:46pm
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Education. Co-taught by sociology professor Shelley Correll and organizational behavior professor Sarah

Soule, the course included lectures, guest speakers and in-depth business case studies, and culminated in

networking luncheon with over 20 representatives from industry and government. Hosted by the Clayman

Institute and the Stanford Graduate School of Business, the class brought students from all corners of the

university, including engineering, chemistry and sociology.

In the course, students learned that Silicon Valley entrepreneurs are taking a lead role in redesigning work

and innovating solutions that solve workplace flexibility issues while tapping into a broad pool of highly-skilled

talent. The students heard from two of these entrepreneurs who discussed their experience providing new

work arrangements that benefit both workplaces and employers. These on-demand arrangements solve

employer gaps in the workflow and at the same time, solve structural issues for top-class talent.

Take Mae O'Malley, an intellectual property and technology lawyer. In designing a way to solve her own

work-life balance needs, OMalley became a pioneer in

redesigning the framework of legal counseling. She

foundedParagon Legal, now a multimillion dollar legal firm. Her

niche? Paragon matches highly experienced senior attorneys to

companies in need of legal help on projects, often on a part-time

basis. Employers that do not want to maintain permanent

headcount to manage the ebb and flow of legal work no longer

have to sacrifice quality when hiring contract attorneys from the

outside. While OMalley did not start off trying to change the legal

industry, she has demonstrated that new work structures can

benefit both employers and employees. Despite rejecting the

culture of insane work hours in the legal profession, Paragon

Legal has experienced phenomenal success.

Or take business leader Sally Thornton, who has worked for decades in helping companies find solutions to

winning the talent war. When companies need a specialist to build a social media strategy or execute an

SEO plan, they seek options beyond hiring an agency. Thortons solution? She foundedForshay, a company

that matches highly trained and talented consultants to clients on an on-demand basis. To cultivate top talent,

Thornton is always concerned with creating an environment that allows her employees to do their best and

most creative work. Talent is Forshays currency, said Thornton, So naturally an open mind about what

talent is, how to find it and develop it is what allows this company to grow. Forshays talent provides high-

level work while working schedules that match their lifestyle.

Arrangements that embrace a flexible notion of work are not altogether new. Andrea Davies, a historian and

current director of research at the Clayman Institute, provided a guest-lecture on a historical experiment withredesigning workplace structures. Davies explained that as early as the 1920s food manufacturer Kellogg

offered working conditions that would be considered progressive in todays market. In order to address a

downturn in the economy, Kellogg opted to run its production factories on a six-hour work day, instead of

instituting layoffs. The firm continued to offer vacation with pay, health insurance and retirement funds, among

other benefits. The six-hour workday was considered a success by both the employees and the company,

Davies explained, the employees valued the two additional hours, and the company experienced gains in

roduction due to fewer in uries and sick em lo ees.
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that flexible work offers, such as fewer commuters and lowered energy consumption, as well as real-

estate savings from limited or multi-use office spaces. Another group pointed out the cost-benefits to a

consulting firm in preventing burn-out in overworked employees. Using an experimental design, the firm

found that flexibility is not limited to part-time work. New work structures such as predictable schedules

and customized not linear - career options, increased the employee's work satisfaction and the

likelihood they would stay at the firm.

Correll and Soule hailed the course a success and attributed the positive outcomes to the students. The

diverse backgrounds and interests of the students brought invaluable perspectives to the course, said

Correll. I was impressed with the creativity and dedication of the students.

Teaching the SGSI course was an exciting opportunity to work with PhD students from different

disciplines, commented Soule. We had especially fruitful conversations about flexible work because the

problems related to this topic really require interdisciplinary solutions. The students in the course were a

huge asset and helped to make it a real success.

The SGSI course concluded with a well-attended symposium where students, corporate leaders, local

government officials, and leading academic experts gathered to brainstorm best practices and discuss

future directions for workplace redesign. After the event, Molly Anderson, Director of Talent for Deloitte

Services LP, commented that the symposium was very well-received by corporate leaders who

attended. The research shared at the event offered insight into the kinds of changes that will be most

effective. She added, It also provided a quantitative fact base to build a case for change. The candid

and open dialog also enabled companies to share lessons learned and insights from a real world setting.

Importantly, the discussion doesnt end here, Correll remarked, The course served as a springboard

for a Clayman-sponsoredworking group this year that will bring together academics and industry leadersfrom around the country to inspire new academic research on how workplaces can be redesigned to

promote more flexibility in terms of how work is done and how workers are evaluated. The Clayman

Institute also plans to follow the working group with a conference during the 2012-13 academic year.

Whether old or new, what Paragon Legal, Forshay, and

Kellogg's experiment with the six-hour workday have in

common is that they have thought differently about

productivity, time, and what it means to manage work and

employees. Combining these anecdotal examples with high-

quality data reveals that what's good for workers can begood for business.

Working in teams, students developed executive summaries

about businesses already practicing innovative workplace

redesigns and presented their findings to the group. One

summary presented the positive environmental dividends
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Founded in 1974, the Clayman Institute for Gender Research

at Stanford University creates knowledge and seeks to

implement change that promotes gender equality at Stanford,

nationally, and internationally.

Copyright 2010 Board of Trustees of Leland Stanford Junior University. All rights reserved.

Shelley Correllis a professor of sociology at Stanford University and the Barbara D. Finberg Director,

Michelle R. Clayman Institute for Gender Research.

Sarah A. Souleis the Morgridge Professor of Organizational Behavior at the Stanford Graduate School of

Business, a Professor of Sociology (by courtesy), and a Clayman Institute Faculty Research Fellow,

2010-2011.

Andrea Rees Davies, PhD, is Director of Research at the Michelle R. Clayman Institute for Gender

Research and author ofSurviving San Francisco.

Sharon Jankis a National Science Foundation Fellow, PhD. student in the Department of Sociology at

Stanford and a member of the Clayman InstituteStudent Writing Team.

Alexander W. Watts is a PhD candidate in the Department of Sociology at Stanford.
http://www.stanford.edu/group/gender/index.htmlhttp://gender.stanford.edu/people/shelley-correllhttp://gender.stanford.edu/people/shelley-correllhttp://gender.stanford.edu/people/sarah-soulehttp://gender.stanford.edu/people/sarah-soulehttp://gender.stanford.edu/people/andrea-rees-davieshttp://gender.stanford.edu/people/andrea-rees-davieshttp://www.amazon.com/Saving-San-Francisco-Recovery-Disaster/dp/1439904332/ref=sr_1_1?ie=UTF8&qid=1320251277&sr=8-1http://www.amazon.com/Saving-San-Francisco-Recovery-Disaster/dp/1439904332/ref=sr_1_1?ie=UTF8&qid=1320251277&sr=8-1http://www.amazon.com/Saving-San-Francisco-Recovery-Disaster/dp/1439904332/ref=sr_1_1?ie=UTF8&qid=1320251277&sr=8-1http://gender.stanford.edu/people/sharon-jankhttp://gender.stanford.edu/people/sharon-jankhttp://gender.stanford.edu/people/staff/student-writing-teamhttp://gender.stanford.edu/people/staff/student-writing-teamhttp://gender.stanford.edu/people/staff/student-writing-teamhttp://gender.stanford.edu/people/staff/student-writing-teamhttp://gender.stanford.edu/people/sharon-jankhttp://www.amazon.com/Saving-San-Francisco-Recovery-Disaster/dp/1439904332/ref=sr_1_1?ie=UTF8&qid=1320251277&sr=8-1http://gender.stanford.edu/people/andrea-rees-davieshttp://gender.stanford.edu/people/sarah-soulehttp://gender.stanford.edu/people/shelley-correllhttp://www.stanford.edu/group/gender/index.html

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