A FLEXIBLE FUTURE
CONCLUSION Te global shifts in work culture have created a “Great Reshuffle,” where workers seek more meaning, autonomy and empa- thy from their employers. In a period when employees are reassessing their relation- ships with work, it is important to train supervisors and managers on how to lead a diverse, modern and flexible workforce that can support the mission while offer- ing various work alternatives to skilled employees who can deliver their best work in different ways. Organizations that can adapt to these changes and offer flexible, purposeful and human-centered work environments will have a compet- itive advantage over those that cling to outdated and rigid workplace norms.
The 2018 Federal Work-Life Survey conducted by the Office of Personnel Management (OPM) revealed that 64% of federal employees have responsibili- ties as parents or caregivers. Flexible work
The time is now to take advantage of the opportunities of the changes we made to the way we worked.
options such as part-time, job-sharing, telework, remote work, compressed work schedules and flexible work schedules can help with talent management, engage- ment and recruitment for all employees. For example, flexible work can attract and retain high-quality and talented workers while allowing them to choose the best work option for their situation, such as military spouses who need flexibility to cope with their family needs while their partners are deployed or away.
By taking actionable steps to create a culture of flexibility, support and well- being for its civilian employees, the
Army will be well-positioned to attract and retain a diverse and talented civil- ian workforce that can support its critical missions in the future of work. Te time is now to take advantage of the opportu- nities of the changes we made to the way we worked because of the pandemic, to improve human capital management, enhance workforce performance and read- iness and ensure the success of its missions and goals.
For more informat ion, go to
www.mikacross.com or connect with the author on LinkedIn.
TAKING STEPS
Employee engagement is a key factor for high-performing teams. The Army needs to take actionable steps to create a culture of flexibility, support and well-being for its civilian employees. (Photo by Mitchell Luo, Pexels)
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MIKA J. CROSS is an expert, speaker and innovator in the field of workplace transformation. In December 2021, she testified as an expert witness at the Future of Federal Work hearing for the U.S. House of Representatives Oversight and Accountability Committee’s Subcommittee on Government Operations and the Federal Workforce. Cross has over 20 years of public service experience in various federal agencies, including the U.S. intelligence community, the White House, the Office of Personnel Management, the Department of Labor and the Department of Agriculture. She also served as vice president of employer engagement for FlexJobs, a fully remote company. Cross served in the U.S. Army as both an enlisted Soldier and an officer. She holds a Master of Public Administration from Georgia Southern University and a B.A. in communications from the University of Louisville.
Army AL&T Magazine Winter 2024
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