1. SHRM Survey Findings:
Workplace Flexibility for Select Populations
April 26 , 2012

2. Definitions
 Disabled worker: employee with a disability that qualifies under the Americans with Disabilities Act (ADA).
 Low-wage/hourly worker: employee earning $15.50/hour or less.
Workplace Flexibility for Select Populations ©SHRM 2012 2

3. Key Findings
Disabled workers
 Do organizations currently employ individuals with disabilities that qualify under the Americans with
Disabilities Act (ADA)? Nearly two-thirds (65%) of organizations currently employ individuals with
disabilities that qualify under the ADA. Almost one-half (47%) of the organizations have also created flexible
work arrangements specifically for this population. Of the organizations that do not currently employ
individuals with ADA-qualified disabilities, one-third (33%) indicated that they would provide flexible work
arrangements if requested, while 65% indicated that the decision would be made on a case-by-case basis.
 What type of flexible work arrangements does your organization offer for employees with ADA-qualified
disabilities? Among organizations that employ individuals with ADA-qualified disabilities and offer flexible
work arrangements specifically created for these employees, the most common flexible work arrangement
was reduced work hours (60%). Organizations also provided traditional flextime (59%), telecommuting/
working from home options (55%) and break arrangements (47%).
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4. Key Findings
Veterans
 How likely are organizations to provide flexible work arrangements for veterans? Among the organizations
that do not currently employ any veterans, 23% indicated that they would provide flexible work
arrangements if a veteran requested such arrangements, while 73% of organizations indicated that the
decision would be made on a case-by-case basis. Organizations that already employ and provide veteran
employees with flexible work arrangements typically offer shift flexibility (66%), last-minute flexibility
(55%), traditional flextime (52%) and telecommuting/work from home options (52%).
 What are the obstacles to implementing flexible work arrangements for veteran employees?
Approximately one-third (35%) of organizations had concerns about providing equal treatment for all
employees. Other challenges in implementing flexible work arrangements for veteran employees included
ensuring that the work is done/satisfying the customer (30%) and the impracticality given the nature of jobs
in the organization’s industry (25%).
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5. Key Findings
Low-Wage/Hourly Workers
 Do organizations currently employ low-wage/hourly workers? Approximately three-quarters of
organizations (78%) employ low-wage/hourly workers. Of these organizations, one-quarter (25%) have
created and implemented flexible work arrangements specifically for these employees.
 What flexible work arrangements do organizations offer specifically for low-wage/hourly employees?
Nearly three-quarters of organizations (71%) offer reduced work hours for their low-wage/hourly workers.
Other common flexible work arrangements provided to low-wage/hourly employees include traditional
flextime (61%), shift flexibility (59%), break arrangements (51%) and leave for caregiving (51%).
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6. Key Findings
Parents With Dependent Care Responsibilities
 Do organizations design flexible work arrangements specifically for employees who are parents with
dependent care responsibilities? Roughly one-third of organizations (32%) indicated that they have created
and implemented flexible work arrangements specifically for this population. According to these
organizations, the most common flexible work arrangements are traditional flextime (73%), last-minute
flexibility (65%), reduced work hours (57%) and leave for caregiving (57%).
 Have organizations used flexible work arrangements as a means to recruit parents with dependent care
responsibilities? The majority of organizations (96%) indicated that they do not make any special effort
beyond what they do to recruit all employees. HR professionals report that the main obstacles to
implementing flexible work arrangements are equal treatment for all employees (40%), ensuring work is
done/satisfying the customer (37%), difficulty in supervising employees (30%) and possible co-worker
resentment (30%).
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7. Disabled Workers
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8. Does your organization currently employ any individuals with disabilities that
qualify under the Americans with Disabilities Act (ADA)?
Yes 65%
No 35%
Note: n = 422. Respondents who answered “Don’t know” were excluded from this analysis.
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9. Does your organization currently employ any individuals with disabilities that
qualify under the ADA?
Comparisons by organization staff size
Organizations with 500 to 24,999 employees are more likely than organizations with 1 to 499 employees to currently employ any
individuals with disabilities that qualify under the ADA.
Comparison by organization staff size
500 to 2,499 employees (81%) 1 to 99 employees (38%)
>
2,500 to 24,999 employees (86%) 100 to 499 employees (58%)
Note: Only statistically significant differences are shown.
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10. Has your organization created and implemented any flexible work arrangements
specifically for your employees who are individuals with disabilities that qualify
under the ADA?
Yes 47%
No 53%
Note: n = 217. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ individuals
with disabilities were asked this question.
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11. What flexible work arrangements does your organization offer specifically for your
employees who are individuals with ADA-qualified disabilities?
Percentage
Reduced work hours (e.g., less than full-time, part-time) 60%
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of
59%
hours)
Telecommuting/working from home 55%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers
47%
create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or
43%
personal needs without losing pay)
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or
40%
picking up shifts)
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or
38%
adoption leave policies)
Compressed workweek (working longer hours on fewer days for at least part of the year) 24%
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the
20%
organization’s workplace)
Alternative or modified work assignments* 3%
Other 9%
Note: n = 98. Only respondents whose organizations employ individuals with disabilities and have created and implemented flexible work arrangements
specifically for those employees were asked this question. Percentages do not equal 100% due to multiple response options. An asterisk (*) indicates that this
response option was developed from open-ended responses. Workplace Flexibility for Select Populations ©SHRM 2012 11

12. Would your organization provide flexible work arrangements if an individual with
an ADA-qualified disability requested such arrangements?
Yes 25%
No, because no employees in
our organization are offered 7%
flexible work arrangements
It depends; the decision
would be made on a case-by- 68%
case basis
Note: n = 151. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ individuals
with disabilities but have not created or implemented any specific flexibility options for individuals with disabilities were asked this question.
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13. If your organization hired an individual with an ADA-qualified disability, would it
provide flexible work arrangements upon the employee’s request?
Yes 33%
No, because no employees in
our organization are offered 2%
flexible work arrangements
It depends; the decision
would be made on a case-by- 65%
case basis
Note: n = 207. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations do not currently employ
individuals with disabilities were asked this question.
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14. Does your organization actively recruit employees with ADA-qualified
disabilities?
Yes 29%
No special
effort beyond
what we do to 71%
recruit all
employees
Note: n = 347. Respondents who answered “Don’t know” were excluded from this analysis.
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15. Does your organization actively recruit employees with ADA-qualified
disabilities?
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees are more likely than organizations with 1 to 99 employees to actively recruit
employees with ADA-qualified disabilities.
Comparison by organization staff size
2,500 to 24,999 employees (37%) > 1 to 99 employees (13%)
Comparisons by organization sector
Publicly owned for-profit and nonprofit organizations are more likely than privately owned for-profit organizations to actively recruit
employees with ADA-qualified disabilities.
Comparison by organization sector
Publicly owned for-profit (38%)
> Privately owned for-profit (16%)
Nonprofit (38%)
Note: Only statistically significant differences are shown.
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16. Has your organization used flexible work arrangements as a means to specifically
recruit ADA-qualified disabled individuals?
Yes 21%
No 74%
No, but we plan to
do so within the 5%
next 12 months
Note: n = 127. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations actively recruit individuals
with disabilities and those who didn’t know if their organizations actively recruit individuals with disabilities were asked this question.
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17. Does your organization actively attempt to retain employees with ADA-qualified
disabilities?
Yes 32%
No special effort
beyond what we do
68%
to retain all
empoyees
Note: n = 396. Respondents who answered “Don’t know” were excluded from this analysis.
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18. Does your organization offer any supervisor/managerial training related to support
for disabled workers’ workplace flexibility?
Yes 23%
No 65%
No, but we plan to
do so within the next 12%
12 months
Note: n = 375. Respondents who answered “Don’t know” were excluded from this analysis.
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19. Does your organization offer any supervisor/managerial training related to
support for disabled workers’ workplace flexibility?
Comparisons by organization staff size
Organizations with 25,000 or more employees are more likely than organizations with 1 to 499 employees to offer
supervisor/managerial training related to support for disabled workers’ workplace flexibility.
Comparison by organization staff size
1 to 99 employees (16%)
25,000 or more employees (58%) >
100 to 499 employees (21%)
Note: Only statistically significant differences are shown.
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20. What are the main obstacles to implementing flexible work arrangements for
disabled workers?
Percentage
Ensuring equal treatment for all employees 34%
Ensuring work is done/satisfying the customer 32%
Impractical given the nature of jobs in our industry 26%
Job requirements/workload do not allow 26%
Difficulty supervising employees who work from home, managing changes in schedule 25%
Haven't heard about the need for these programs and policies from employees 21%
Potential abuse (e.g., absenteeism) 18%
Potential loss of productivity 17%
Possible co-worker resentment 16%
Small organization/few employees 15%
Lack of organizational/senior management support 13%
Lack of staff 13%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
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21. What are the main obstacles to implementing flexible work arrangements for
disabled workers? (continued)
Percentage
Administrative hassles 12%
Inflexible work arrangements 10%
Union considerations 9%
Managers don't want these policies and programs 7%
Costs too much/limited funds 6%
Lack of information about these programs and policies 6%
Liability 6%
Time constraints 6%
Employment laws restrict the arrangements that can be offered 4%
Not a cost-effective investment 4%
We had a negative experience in a prior effort 1%
There are no business obstacles 10%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
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22. Veterans
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23. Does your organization currently employ any veterans?
Yes 87%
No 13%
Note: n = 403. Respondents who answered “Don’t know” were excluded from this analysis.
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24. Does your organization currently employ any veterans?
Comparisons by organization staff size
Organizations with 100 to 2,499 employees are more likely than organizations with 1 to 99 employees to currently employ veterans.
Comparisons by organization staff size
100 to 499 employees (91%)
> 1 to 99 employees (63%)
500 to 2,499 employees (99%)
Note: Only statistically significant differences are shown.
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25. Has your organization created and implemented any flexible work arrangements
specifically for employees who are veterans?
Yes 10%
No 90%
Note: n = 295. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employs veterans
were asked this question.
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26. What flexible work arrangements does your organization offer specifically for your
employees who are veterans?
Percentage
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or
66%
picking up shifts)
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or
55%
personal needs without losing pay)
Telecommuting/working from home 52%
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of
52%
hours)
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or
48%
adoption leave policies )
Compressed workweek (working longer hours on fewer days for at least part of the year) 48%
Reduced work hours (e.g., less than full-time, part-time) 41%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers
41%
create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the
21%
organization’s workplace)
Military leave policy/military time off* 7%
Other 7%
Note: n = 29. Only respondents whose organizations currently employ veterans and have created and implemented flexible work arrangements specifically for
those employees were asked this question. Percentages do not equal 100% due to multiple response options. An asterisk (*) indicates that this response option
was developed from open-ended responses.
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27. Would your organization provide flexible work arrangements if a veteran
requested such arrangements?
Yes 18%
No, because no employees in our
organization are offered flexible 7%
work arrangements
It depends; the decision would 75%
be made on a case-by-case basis
Note: n = 300. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ
veterans, but have not created or implemented any specific flexibility options for veterans were asked this question.
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28. If your organization hired a veteran, would it provide flexible work arrangements
upon the employee’s request?
Yes 23%
No, because no employees in our
organization are offered flexible 4%
work arrangements
It depends; the decision would 73%
be made on a case-by-case basis
Note: n = 92. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations do not currently employ
veterans were asked this question. Percentages do not equal 100% due to rounding.
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29. Does your organization actively recruit veterans?
Yes 41%
No special
effort beyond
what we do to 59%
recruit all
employees
Note: n = 377. Respondents who answered “Don’t know” were excluded from this analysis.
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30. Does your organization actively recruit veterans?
Comparisons by organization staff size
Organizations with 100 or more employees are more likely than organizations with 1 to 99 employees to actively recruit veterans.
Comparisons by organization staff size
100 to 499 employees (42%)
500 to 2,500 employees (44%)
> 1 to 99 employees (21%)
2,500 to 24,999 employees (55%)
25,000 or more employees (75%)
Comparisons by organization sector
Publicly owned for-profit organizations are more likely than nonprofit and privately owned for-profit organizations to actively
recruit veterans.
Comparisons by organization sector
Nonprofit (32%)
Publicly owned for-profit (60%) >
Privately owned for-profit (34%)
Note: Only statistically significant differences are shown.
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31. Has your organization used flexible work arrangements as a means to specifically
recruit veterans?
Yes 6%
No 90%
No, but we plan
to do so within 4%
the next 12
months
Note: n = 134. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations actively recruit veterans and
those who didn’t know if their organizations actively recruit veterans were asked this question.
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32. Does your organization actively attempt to retain veterans?
Yes 20%
No special effort
beyond what we 80%
do to retain all
employees
Note: n = 401. Respondents who answered “Don’t know” were excluded from this analysis.
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33. Does your organization actively attempt to retain veterans?
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees are more likely than organizations with 1 to 99 employees to actively attempt to
retain veterans.
Comparisons by organization staff size
2,500 to 24,999 employees (34%) > 1 to 99 employees (11%)
Note: Only statistically significant differences are shown.
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34. Does your organization offer any supervisor/managerial training related to support
for veteran workplace flexibility?
Yes 10%
No 85%
No, but we plan
to do so within 6%
the next 12
months
Note: n = 364. Respondents who answered “Don’t know” were excluded from this analysis. Percentages do no equal 100% due to rounding.
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35. What are the main obstacles to implementing flexible work arrangements for
veterans?
Percentage
Ensuring equal treatment for all employees 35%
Ensuring work is done/satisfying the customer 30%
Impractical given the nature of jobs in our industry 25%
Difficulty supervising employees who work from home, managing changes in schedule 24%
Job requirements/workload do not allow 24%
Haven't heard about the need for these programs and policies from employees 22%
Potential loss of productivity 19%
Potential abuse (e.g., absenteeism, etc.) 18%
Possible co-worker resentment 16%
Small organization/few employees 15%
Lack of staff 13%
Lack of organizational/senior management support 12%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
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36. What are the main obstacles to implementing flexible work arrangements for
veterans? (continued)
Percentage
Administrative hassles 9%
Inflexible work arrangements 8%
Union considerations 8%
Lack of information about these programs and policies 7%
Managers don't want these policies and programs 7%
Time constraints 5%
Costs too much/limited funds 4%
Liability 4%
Not a cost-effective investment 4%
Employment laws restrict the arrangements that can be offered 3%
We had a negative experience in a prior effort 1%
There are no business obstacles 10%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
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37. Low-Wage/Hourly Workers
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38. Does your organization currently employ any low-wage/hourly workers?
Yes 78%
No 22%
Note: n = 427. Respondents who answered “Don’t know” were excluded from this analysis.
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39. Does your organization currently employ any low-wage/hourly workers?
Comparisons by organization staff size
Organizations with 500 to 24,999 employees are more likely than organizations with 1 to 99 employees to currently employ low-
wage/hourly workers.
Comparisons by organization staff size
500 to 2,500 employees (89%)
> 1 to 99 employees (63%)
2,500 to 24,999 employees (88%)
Note: Only statistically significant differences are shown.
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40. Has your organization created and implemented any flexible work arrangements
specifically for your employees who are low-wage/hourly workers?
Yes 25%
No 75%
Note: n = 310. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ low-
wage/hourly workers were asked this question.
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41. What flexible work arrangements does your organization offer specifically for
employees who are low-wage/hourly workers?
Percentage
Reduced work hours (e.g., less than full-time, part-time) 71%
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of
61%
hours)
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or
59%
picking up shifts)
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or
51%
adoption leave policies)
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers
51%
create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or
47%
personal needs without losing pay)
Compressed workweek (working longer hours on fewer days for at least part of the year) 42%
Telecommuting/working from home 21%
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the
13%
organization’s workplace)
Other 4%
Note: n = 76. Only respondents whose organizations currently employ low-wage/hourly workers and have created and implemented flexible work arrangements
specifically for those employees were asked this question. Percentages do not equal 100% due to multiple response options.
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42. Would your organization provide flexible work arrangements if a low-wage/hourly
worker requested such arrangements?
Yes 6%
No, because no employees in
our organization are offered 17%
flexible work arrangements
It depends; the decision
would be made on a case-by- 77%
case basis
Note: n = 241. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ low-
wage/hourly workers, but have not created or implemented any flexible work arrangements specifically for those employees were asked this question.
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43. If your organization hired a low-wage/hourly worker, would it provide flexible
work arrangements upon the employee’s request?
Yes 13%
No, because no employees in
our organization are offered 16%
flexible work arrangements
It depends; the decision
would be made on a case-by- 72%
case basis
Note: n = 88. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations do not currently employ low-
wage/hourly workers were asked this question. Percentages do not equal 100% due to rounding.
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44. Does your organization actively recruit low-wage/hourly workers?
Yes 56%
No special
effort beyond
what we do to 44%
recruit all
employees
Note: n = 402. Respondents who answered “Don’t know” were excluded from this analysis.
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45. Does your organization actively recruit low-wage/hourly workers?
Comparisons by organization staff size
Larger organizations with 100 or more employees are more likely than organizations with 1 to 99 employees to actively recruit low-
wage/hourly workers.
Comparisons by organization staff size
100 to 499 employees (59%)
500 to 2,500 employees (68%)
> 1 to 99 employees (31%)
2,500 to 24,999 employees (66%)
25,000 or more employees (79%)
Note: Only statistically significant differences are shown.
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46. Has your organization used flexible work arrangements as a means to specifically
recruit low-wage/hourly workers?
Yes 21%
No 77%
No, but we plan to do
so within the next 12 2%
months
Note: n = 218. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations actively recruit low-
wage/hourly workers and those who didn’t know if their organizations actively recruit low-wage/hourly workers were asked this question.
Workplace Flexibility for Select Populations ©SHRM 2012 46

47. Does your organization actively attempt to retain low-wage/hourly workers?
Yes 63%
No special
effort beyond
what we do to 37%
retain all
employees
Note: n = 380. Respondents who answered “Don’t know” were excluded from this analysis.
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48. Does your organization actively attempt to retain low-wage/hourly workers?
Comparisons by organization staff size
Organizations with 500 to 2,500 and 25,000 or more employees are more likely than organizations with 1 to 99 employees to
actively attempt to retain low-wage/hourly workers.
Comparisons by organization staff size
500 to 2,500 employees (73%)
> 1 to 99 employees (48%)
25,000 or more employees (92%)
Note: Only statistically significant differences are shown.
Workplace Flexibility for Select Populations ©SHRM 2012 48

49. What are the main obstacles to implementing flexible work arrangements for low-
wage/hourly workers?
Percentage
Ensuring equal treatment for all employees 37%
Ensuring work is done/satisfying the customer 34%
Job requirements/workload do not allow 32%
Impractical given the nature of jobs in our industry 31%
Difficulty supervising employees who work from home, managing changes in schedule 27%
Potential abuse (e.g., absenteeism) 26%
Potential loss of productivity 24%
Possible co-worker resentment 21%
Haven't heard about the need for these programs and policies from employees 20%
Lack of staff 17%
Small organization/few employees 15%
Lack of organizational/senior management support 14%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
Workplace Flexibility for Select Populations ©SHRM 2012 49

50. What are the main obstacles to implementing flexible work arrangements for low-
wage/hourly workers? (continued)
Percentage
Inflexible work arrangements 12%
Administrative hassles 10%
Managers don't want these policies and programs 8%
Union considerations 8%
Time constraints 7%
Lack of information about these programs and policies 6%
Not a cost-effective investment 6%
Costs too much/limited funds 4%
Employment laws restrict the arrangements that can be offered 4%
Liability 3%
We had a negative experience in a prior effort 1%
There are no business obstacles 8%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
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51. Parents With Dependent Care Responsibilities
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52. Has your organization created and implemented any flexible work arrangements
specifically for your employees who are parents with dependent care
responsibilities?
Yes 32%
No 68%
Note: n = 382. Respondents who answered “Don’t know” were excluded from this analysis.
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53. What flexible work arrangements does your organization offer specifically for your
employees who are parents with dependent care responsibilities?
Percentage
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of
73%
hours)
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or
65%
personal needs without losing pay)
Reduced work hours (e.g., less than full-time, part-time) 57%
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or
57%
adoption leave policies)
Telecommuting/working from home 56%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers
51%
create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or
48%
picking up shifts)
Compressed workweek (working longer hours on fewer days for at least part of the year) 39%
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the
17%
organization’s workplace)
Other 6%
Note: n = 122. Only respondents whose organizations currently employ parents with dependent care responsibilities and have created and implemented flexible
work arrangements specifically for these employees were asked this question. Percentages do not equal 100% due to multiple response options.
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54. Would you provide flexible work arrangements if employees who are parents with
dependent care responsibilities requested such arrangements?
Yes 10%
No, because no employees in
our organization are offered 11%
flexible work arrangements
It depends; the decision
would be made on a case-by- 79%
case basis
Note: n = 289. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations have not created or
implemented flexible work arrangements specifically for parents with dependent care responsibilities were asked this question.
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55. Does your organization actively recruit parents with dependent care
responsibilities?
Yes 5%
No special
effort beyond
what we do to 96%
recruit all
employees
Note: n = 400. Respondents who answered “Don’t know” were excluded from this analysis. Percentages do not equal 100% due to rounding.
Workplace Flexibility for Select Populations ©SHRM 2012 55

56. Does your organization actively attempt to retain parents with dependent care
responsibilities?
Yes 15%
No special
effort beyond
what we do to 85%
retain all
employees
Note: n = 408. Respondents who answered “Don’t know” were excluded from this analysis.
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57. Has your organization made any special effort to ask fathers what they need in
terms of workplace flexibility?
Yes 5%
No 95%
Note: n = 371. Respondents who answered “Don’t know” were excluded from this analysis.
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58. What are the main obstacles to implementing flexible work arrangements for
parents with dependent care responsibilities?
Percentage
Ensuring equal treatment for all employees 40%
Ensuring work is done/satisfying the customer 37%
Possible co-worker resentment 30%
Difficulty supervising employees who work from home, managing changes in schedule 30%
Impractical given the nature of jobs in our industry 28%
Job requirements/workload do not allow 27%
Potential abuse (e.g., absenteeism, etc.) 26%
Potential loss of productivity 22%
Haven't heard about the need for these programs and policies from employees 19%
Lack of staff 16%
Small organization/few employees 15%
Lack of organizational/senior management support 14%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
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59. What are the main obstacles to implementing flexible work arrangements for
parents with dependent care responsibilities? (continued)
Percentage
Administrative hassles 13%
Inflexible work arrangements 11%
Union considerations 9%
Managers don't want these policies and programs 8%
Lack of information about these programs and policies 6%
Time constraints 6%
Costs too much/limited funds 5%
Not a cost-effective investment 5%
Liability 4%
Employment laws restrict the arrangements that can be offered 3%
We had a negative experience in a prior effort 1%
There are no business obstacles 9%
Note: n = 399. Percentages do not equal 100% due to multiple response options.
Workplace Flexibility for Select Populations ©SHRM 2012 59

60. Demographics: Organization Industry
Percentage
Manufacturing 23%
Health care and social assistance 15%
Professional, scientific and technical services 15%
Educational services 9%
Public administration 9%
Finance and insurance 7%
Construction 5%
Retail trade 5%
Accommodation and food services 4%
Administrative and support and waste management and remediation services 4%
Information 4%
n = 390. Percentages may not equal 100% due to multiple response options.
Workplace Flexibility for Select Populations ©SHRM 2012 60

61. Demographics: Organization Industry (continued)
Percentage
Transportation and warehousing 4%
Religious, grant-making, civic, professional and similar organizations 3%
Repair and maintenance 3%
Wholesale trade 3%
Arts, entertainment and recreation 2%
Mining 2%
Real estate rental and leasing 2%
Utilities 2%
Agriculture, forestry, fishing and hunting 1%
Personal and laundry services 1%
Other 9%
n = 390. Percentages may not equal 100% due to multiple response options.
Workplace Flexibility for Select Populations ©SHRM 2012 61

62. Demographics: Organization Sector
Privately owned for-profit
organization 49%
Publicly owned for-profit
20%
organization
Nonprofit organization 18%
Government sector 11%
Other 3%
Note: n = 387. Percentages may not equal 100% due to rounding.
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63. Demographics: Organization Staff Size
1 to 99 employees 25%
100 to 499 employees 33%
500 to 2499 employees 20%
2500 to 24999 employees 18%
25000 or more employees 4%
n = 381
Workplace Flexibility for Select Populations ©SHRM 2012 63

64. Demographics: Other
Does your organization have U.S.-based Is your organization a single-unit organization or a multi-
operations (business units) only, or does it unit organization?
operate multinationally?
Single-unit company: An organization in
U.S.-based operations only 74% which the location and the organization are 35%
one and the same
Multinational operations 26%
Multi-unit organization: An organization that
n = 385 65%
has more than one location
n = 391
What is the HR department/function for which For multi-unit organizations, are HR policies and practices
you responded throughout this survey? determined by the multi-unit corporate headquarters, by
Corporate (companywide) 68% each work location or both?
Business unit/division 15% Multi-unit headquarters determines HR policies
52%
and practices
Facility/location 17%
n = 269 Each work location determines HR policies and
4%
practices
A combination of both the work location and
the multi-unit headquarters determine HR 44%
policies and practices
n = 270
Workplace Flexibility for Select Populations ©SHRM 2012 64

65. SHRM Survey Findings: Workplace Flexibility for Select
Populations
Methodology
 Response rate = 18%
 Sample composed of 509 randomly selected HR professionals from SHRM’s membership
 Margin of error +/- 4%
 Survey fielded February 8-27, 2012
For more poll findings, visit www.shrm.org/surveys
Follow us on Twitter: http://twitter.com/SHRM_Research
Project leader:
Christina Lee, SHRM Research
Project contributors:
Mark Schmit, Ph.D., SPHR, vice president, SHRM Research
Evren Esen, manager, SHRM Survey Research Center
Copy editor:
Katya Scanlan
Workplace Flexibility for Select Populations ©SHRM 2012 65