Flexible Work Arrangements

Employer's management policies and practices may support employee retention and performance by accommodating changes in employees' resources, attitudes and motivations for work. This may include reducing job demands (e.g., reduced workload, hours, or additional leave), helping workers to preserve or recover capacities to work (e.g., health and safety and equipment, flexible hours and location, health checks), using workers' skills in different ways (e.g., job redesign or lateral job movement), or supporting workers to attain higher levels of achievement and functioning (e.g., career planning, skill development, and training).

Flexible work arrangements allow employees to influence how, when, and what work is achieved. Flexible work arrangements may support employees to balance work and non-work responsibilities and communicate the value of employees to their organisation.

We asked older employees about their access, use, and adequacy of flexible work arrangements. Select an outcome from the drop-down menu below to view a summary of employees' access to and use of nineteen flexible work arrangements and explore whether flexible work arrangements were considered adequate by the demographic group.

Note. Occupations are reported against the Australian and New Zealand Standard Classification of Occupation categories: Labourer (e.g., cleaner, food packer, farm worker); Machinery operator/driver (e.g., machine operator, store person); Technician/trades worker (e.g., engineer, carpenter, hairdresser); Sales worker (e.g., insurance agent, sales assistant, cashier); Clerical/administrative worker (e.g., administrator, personal assistant); Community or personal service worker (e.g., teacher’s aide, armed forces, hospitality worker, carer); Professional (e.g., accountant, doctor, nurse, teacher); Manager (e.g., general manager, farm manager), or; Other (not specified).