Flex from the Start: Executive Summary Rapid Literature Review

<p dir="ltr">– The long, inflexible work hours in construction are a barrier to women’s participation. The sector’s work practices are not compatible with the considerable time women spend on unpaid domestic and caring work.</p><p dir="ltr">– For both men and women, flexible work improves job effectiveness, job satisfaction and helps to manage work overload. For companies, it helps attract and retain valued employees who also feel more positively about their workplace.</p><p dir="ltr">– Barriers to implementing flexible work in construction include the stigmatisation of seeking alternative work arrangements, and the lack of managerial support and trust in the workplace. There are also factors unique to project-based construction work that make flexible work more challenging than in other work settings.</p><p dir="ltr">– The literature points to some success factors for future flexible work interventions. They should be leadership driven, co-designed with workers, steered by a multi-stakeholder group and regularly monitored and evaluated over longer periods.</p><p dir="ltr">– Few cases of flexible work initiatives in the construction industry have been evaluated to date. Most have relied on qualitative data, such as surveys, for evaluation. Future studies would benefit from quantitative evaluation and testing over a longer period to build knowledge and confidence around the outcomes of flexible working.</p>