'Flexibility on steroids'

“The nine-day fortnight is flexibility on steroids.”

So says chief people officer and HR leader Kath Nell at Crowe Australasia, in discussing the firm’s decision to fully implement a nine-day fortnight work model.

The flexible work arrangement, which is now standard practice for all employees throughout the firm, has not only been popular with staff, but produced some great outcomes in terms of raised engagement levels among team members and improved wellbeing.

“I'm not surprised at how popular it’s proved to be because it's a really attractive and compelling offer,” she says.

What’s more, the new compressed working week (CWW) has received the seal of approval from clients of Crowe – an audit arm and subsidiary of Australian financial advisory firm Findex - who have not only seen the benefits for their auditors, but are keen to learn more about the logistics and how it could work within their businesses, according to Nell.

Employee survey leads to 9-day fortnight model

The nine-day fortnight entails employees working 100% of their contracted time at 100% of their productivity levels and earning 100% of their pay, just over nine longer days, instead of 10 days.

The initiative at Crowe stemmed from an employee survey in which 85% of Findex’s workforce of over 3000 expressed interest in the new model, she says.

“It’d started with a couple of the executives who were looking at this, and thinking about some of the things we could do post-pandemic, continuing with that flexible work arrangement, and really differentiating Findex in the market — especially at a time that audit talent was really hard to come by, with a lot of the restrictions in terms of travel for instance.

“We had a couple of really motivated leaders that went out and posed it to the workforce. There was certainly overriding agreement to do it.”

The new model was introduced throughout the firm after a trial period in which 340 employees took part. The timing of this six-month test was chosen to coincide with the firm’s busiest time of year to fully challenge its feasibility, says Nell.

Many Kiwis believe that a four-day work week can be achieved within the next five years, according to a survey from Hays.

Seamless transition to flexible work

Nell admits there were sceptics who wondered not only how it could work, but what clients would think. Following the trial though, clients reported a seamless transition with no change in service to them, she says.

From an HR perspective, Nell reports the transition has been easy – a process assisted greatly by the strong leadership presence driving the change in the first instance, and the fact it was a very consultative process.

Success from the pilot has also resulted in the programme being expanded for trial to Findex’s wealth division.

One thing that really struck Nell was feedback from one of the senior partners.

“She said the new model had changed her relationship with her family because she now has a day a fortnight to focus on other things. It's also changed her relationship with her job and her work and almost re-engaged and reinvigorated her approach to work because of the additional benefits, reconnecting her back into the job and the workplace, so that's really positive.”