Client: I’ve offered flexible work hours to support my team, but I’m starting to feel like one employee is stretching that flexibility a little too far. They’re not around when I need them, and some of their work is slipping. How do I address this without micromanaging?
Consultant: That’s a fair concern. Flexibility is a great tool—but only when it’s paired with accountability. Let’s walk through how to address this while keeping trust and performance in balance.
Client: Okay, so how do I bring it up without sounding accusatory?
Consultant: Start by focusing on outcomes, not hours. Look for patterns: missed deadlines, unavailability during critical hours, or team disruption. Then, frame the conversation around shared expectations.
You could say:
“I want to check in on how your schedule is working. I’ve noticed a few times when communication or project timelines have slipped, and I want to make sure we’re aligned on expectations.”
Client: What if they say they’re still working the same hours, just on their own time?
Consultant: That might be true—and still not working. Flexibility doesn’t mean invisibility. There has to be shared structure.
Try:
“I appreciate you managing your time, and we also need overlap for collaboration and responsiveness. Let’s talk about what availability looks like moving forward so we can support the team and get things done.”
Client: Should I start monitoring when they’re online or clocking in?
Consultant: Not unless they’re in a non-exempt role that requires it. Focus on the work, not the clock.
You can say:
“I’m not here to monitor hours—I’m here to make sure the work gets done and that everyone feels supported. Let’s figure out how we can make this schedule work for both you and the team.”
Client: What if nothing changes after the conversation?
Consultant: Then you need to escalate. Flexibility is earned and maintained by meeting expectations. If they’re not meeting them, it’s okay to rein things in.
You might say:
“We’ve discussed expectations, and I’m still seeing missed deadlines and inconsistent availability. At this point, we need to shift to a more structured schedule to ensure work is completed consistently.”
Client: What if the employee pushes back or says I’m treating them differently?
Consultant: That’s why consistency and documentation matter. If everyone else is thriving under the same structure, it’s reasonable to expect the same from them.
You can reinforce with:
“The flexibility we offer is built on trust and results. This isn’t about comparison—it’s about making sure we all meet our responsibilities.”
Client: So, I don’t have to cancel flexibility for the whole team?
Consultant: Not at all. Address the individual issue. Protect the policy by managing how it’s used—not removing it because one person isn’t holding up their end.
Client: This really helps. So, the key is expectations, outcomes, and fairness?
Consultant: Exactly. Flexibility is a tool—not a loophole. Lead with clarity, manage through performance, and stay consistent. If flexibility stops working, it’s okay to change the arrangement.
Recap:
✔ Define what flexibility means in your organization
✔ Focus on outcomes, not hours
✔ Revisit expectations early, not after frustration builds
✔ Adjust the individual schedule if necessary—don’t punish the group
✔ Document and follow up
And if you need help navigating those conversations—or crafting a flexible work policy that works for everyone—we’re always here to help.