Autonomy and Accountability
In today’s changing workplace, autonomy has become synonymous with flexibility. Against the backdrop of The Great Resignation, autonomy and flexibility are critical for attracting and retaining staff. And, autonomy is one of the universal human needs that encompasses emotional compensation.
Flexibility, however, means more than allowing employees to work from home or establishing hybrid workplaces. In this world of virtual work, autonomy allows for a degree of control over one’s working conditions and processes.
A closer look at flexibility shows that, in addition to where the work is performed, it includes:
When the work is performed—hours and scheduling. This requires examining what work hours and patterns are best for individuals and their teams.
Scaling the work to accommodate seasonal busy and slow seasons. For example, an accountant during tax season may work 60 hours a week then scale back to 30 hours a week for the rest of the year.
Job sharing which allows two employees to share a workload or a work schedule to meet their personal needs.
Job sharing is not a new concept. It’s a traditional method of workplace flexibility that’s been around for decades, as are flextime, compressed workweeks and alternative shifts and schedules—when the work is performed.
What has changed are the dynamics of working since the 2020 pandemic. Employers have to look at the way work is organized and accomplished to meet the needs of the employer and the needs of the employees. One thing we learned during the pandemic is that if employees are treated in a supportive and humane way, productivity doesn’t suffer.
Autonomy, however, doesn’t mean that employees are given free rein to do whatever they want. While they may have the flexibility to segment their day to meet their needs, they must still be available for meetings, calls, and other collaborative efforts. In other words, they must still be accountable to their teammates, project goals and productivity agreements.
How can your organization make a commitment to autonomy? Start by examining the jobs themselves to determine how flexibility impacts the productivity and outcomes of each individual job. Recognize that not every job in every industry can offer the same types and degree of flexibility and autonomy.
Assuming you can offer your employees more autonomy, listen to them. Don’t make assumptions regarding what they want and need.
Determine what is desirable for your organization and culture. Are you creating a supportive culture that places your employee’s health and well-being at the top of your requirements?
Finally, recognize that autonomy is not equivalent to isolation. Employees still need leadership, guidance, feedback and connection, and managers must be trained to provide them.