Reduced hours can open new horizons

L ayoffs, pay cuts, trimming of the work week - the nightmare that has engulfed much of the workforce in the past year has turned out to be a blessing in disguise for some.

One of those who in hindsight has benefited from the crisis is Sue Wong, a former marketing manager of a recruitment firm who was told to reduce her working hours.

'They cut everything by half. Half hours and half salary,' Wong said. 'Of course I wasn't too happy about it, but I had no choice.'

Predictably, though, her workload did not halve accordingly. Frustrated with her efforts to remain professional in a 21/2-day week, Wong decided to move on.

She realised that one of the advantages of working part-time was that she had time to look for another job. Rather than having to juggle a full-time job and interview preparation or to be excused from work in order to meet a potential employer, Wong had plenty of time to search for a new position, beef up her resume and prepare for interviews. She was able to research companies more thoroughly and improve her interviewing skills using online tools. Within three months, Wong had found a full-time job and handed in her notice.

While many employees may begrudge the measures taken by their employers to tighten the belt during the downturn, they realise that by accepting a shorter work week - albeit at lower pay - they can hold on to their jobs and support their families. Some consider their employer's decision to retain their skills despite financial difficulty an indicator that they are valued.

A revealing survey conducted by recruitment specialist Hays found that more than one in three employees in Hong Kong would rather have their working hours reduced than opt for voluntary redundancy or extended unpaid leave if the choice was made mandatory by their employer.

Of the 264 employees whose views were canvassed in an online poll, 36 per cent said they preferred a cut to their working hours, compared with 32 per cent who would choose voluntary redundancy and a further 32 per cent who would take extended unpaid leave.

Emma Charnock, regional director of Hays in Hong Kong and China, said some employees had found the reduction in working hours beneficial.

'I've seen lots of people, friends included, taking unexpected time off, and it has given them a chance to evaluate what is important,' she said. 'People make complete career changes by having extra time to evaluate whether this is really what they are wanting to do in the first place.'

Charnock said the benefits of what had become known as a 'blended workforce' were clear for the employer. Developing a workforce with a mix of full-time, part-time, casual, temporary and contracting staff offered employers a structured but flexible alternative that allowed for changing demands.

In recent months, asking staff to take unpaid leave and reduced hours offered employers immediate cost savings and ensured that they would retain their staff. As business activity returned to normal levels, companies that had reduced hours rather than making people redundant could simply reinstate usual hours without having to spend time on recruiting new staff.

Charnock said the core expertise of an organisation with a blended workforce should lie with permanent employees who generally possessed a variety of skills. Temporary staff, on the other hand, would focus on special assignments, bringing in new skills and assisting with workflow in busier times.

By hiring contractors, companies could gauge how the market was improving and decide whether they were in a position to increase their teams with permanent staff. There were, however, some disadvantages to employing staff on contracts.

'They lack loyalty and can appear indifferent at work, as they know this is only a stop-gap until they secure their permanent job. There is no guarantee they will fulfil the length of a fixed-term contract,' Charnock said. 'They know relatively little about the business, while other members may invest their time to teach them the ropes, only to see them leave in a short space of time.'

To minimise staff leaving at short notice, Charnock said companies should consider offering fixed-term contracts with a gratuity bonus. The arrangement would allow temporary staff to schedule their time more effectively, as they knew how long they would be employed for as opposed to working on a week-by-week basis. They would also be motivated to complete the contract in order to secure their bonus.

She added that temporary staff should be integrated into the workforce in order to avoid the breeding of resentment among permanent staff, who might feel that the former worked to a different set of office guidelines, such as by starting later, finishing earlier, not attending certain meetings or not having to complete all work forms.

Charnock suggested giving temporary staff the same work guidelines and office hours as permanent employees while introducing them to all staff members prior to their arrival, with their role and responsibilities outlined to their colleagues. Work social events could also be an effective means to integrate them into the workforce.

Kate Vernon, acting chief executive at non-profit organisation Community Business, agreed that staff could benefit from having more time away from the office.

'Having the opportunity to take a period of unpaid leave or doing part-time work can help redress the imbalance [between work and life],' Vernon said. 'It can provide opportunities for doing other things, such as further study, caring for children or family members or contributing to the community.'

She said firms seeking to cut working hours should engage staff in the discussion of new arrangements, while communication and negotiation should be as open as possible.

'If these measures are imposed on people without consultation, there is going to be a backlash,' she said, adding that businesses would benefit from exhibiting loyalty to their staff in the long run.

'Responsible business practice is more important today than ever. With a wholesale lack of confidence in big business, companies need to find a way to rebuild trust and credibility,' Vernon said. 'They need to motivate and engage employees and restore pride and commitment to the organisation. The market is recovering. Keeping great staff and a reputation as an employer of choice will pay dividends.'