An interesting piece of research on publicly available WiFi access in England led to a question that made me pause. Should employees be paid for commuting time?
As someone that travels a fair bit for work, I know the value of being able to connect and work from any number of strange locations–restaurants, hotel lobbies, airports, etc. But what about the commutes that make up a significant part of the day for so many workers? From the piece:
Interviews with customers revealed why internet access was as important for commuters as business travellers. Many respondents expressed how they consider their commute as time to ‘catch up’ with work, before or after their traditional working day. This transitional time also enabled people to switch roles, for example from being a parent getting the kids ready for school in the morning to a business director during the day.
Until now, there has been little research to evaluate the impact free Wi-Fi provision has had in the UK, despite government encouragement for companies to provide access on transport networks. The researchers looked to Scandinavia to see how commuting time could be measured differently, and found that in Norway some commuters are able to count travel time as part of their working day.
Dr Juliet Jain told the conference: “If travel time were to count as work time, there would be many social and economic impacts, as well as implications for the rail industry. It may ease commuter pressure on peak hours and allow for more comfort and flexibility around working times. However it may also demand more surveillance and accountability for productivity.”
Earlier today the latest workplace flexibility research from the Families and Work Institute and SHRM came out, and there were some very interesting data points in the study. A few quick hits from the 2014 National Study of Employers (link to the full study below):
- The presence of women/minorities impacts offerings: Organizations with more women and racial or ethnic minorities who are in or report to executive leadership positions are more likely to offer a high level of health care and economic security benefits than organizations with fewer women/minorities in those positions.
- How are employers preparing their people? Employers are more likely to provide training for supervisors in managing diversity and least likely to have a leadership development program for women (63% vs 11%).
- The all important culture discussion: Respondents were asked to assess the supportiveness of their workplace cultures… The majority of respondents indicated “very true” to statements assessing whether supervisors are encouraged to assess employee performance by what they accomplish rather than “face time” (64%) and whether supervisors are encouraged to be supportive of employees with family needs and by finding solutions that work for both employees and the organization (58%). Far fewer employers, however, responded “very true” to statements asking whether management rewards those within the organization who support flexible work arrangements (11%) and whether their organization makes a real and ongoing effort to inform employees of the availability of work-life assistance (24%).
- Twenty one percent of employers overall indicated they must comply with the FMLA but fail to offer at least 12 weeks of paid or unpaid leave for at least one type of leave. In other words, approximately one in five employers appear to be out of compliance with the Family and Medical Leave Act.