Case Studies
Case Study 1
6. Adaptability and flexibility
6.1. Adaptability at work
| Country | Spain |
| Title | Benefits of adaptability on workplace: Indonesian workers |
| Summary | Covid-19 put Indonesian workers in a period of crisis. This study aims to prove that adaptability at work is an essential factor for workers to succeed in their careers in crisis situations. |
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| Description of the case study | During 2020, the world entered a period of crisis due to the Covid-19 pandemic. In Indonesia, the Central Bureau of Statistics reported that many workers were laid off or underwent major changes in their jobs.
The research by Putu Aninditha Veera Lakshmi and Shella Sonata wanted to show with a multiple regression analysis that workers who were able to adapt in that situation and overcome the problems that ensued are the most likely to succeed in their careers during the pandemic. This study is quantitative, using a sample quota of 250 respondents from among employees aged 18 years and older; employees with a minimum of secondary education or vocational training; and employees in an Indonesian organisation. It analyses the effective contribution of two predictors to success at work during the pandemic: a) Adaptability, and b) Job crafting. The results show that both can contribute 33.9% to career success. In particular, workers being able to proactively modify their job and adapt contributes to 10.69% of their success. A more adaptable worker will be more self-confident and self-assured, and more confident about his or her career. It allows them to be optimistic, especially in a crisis situation, and to commit themselves to cultivate and plan differently for their future. This ability will accompany you for the rest of your career, helping you to overcome the challenges that difficult circumstances put you in a difficult situation. In other words, they will strive for success. Therefore, the study allows us to state that Career Adaptability has a positive relationship with the career success of Indonesian workers during the pandemic, which means that the higher the adaptability, the more successful you will be. Source: LAKSHMI, P., & SONATA, S. (2021). Benefits of Career Adaptability and Job Crafting on Career Success of Indonesian Workers during Pandemic/ Manfaat Career Adaptability dan Job Crafting pada Kesuksesan Karir Pekerja Indonesia dalam Masa Pandemi. Psikoislamika : Jurnal Psikologi Islam, 18(1), 145-162. Retrieved from https://buscador.biblioteca.uned.es/permalink/f/vkj742/TN_cdi_doaj_primary_oai_doaj_org_article_e761db96782a49d6967efb7fc915d42a |
Case Study 2
6. Adaptability and flexibility
6.2. Flexibility
| Country | Spain |
| Title | Flexible work arrangements |
| Summary | The US company Capital One wanted to increase employee satisfaction while rethinking the way the company works. It launched a pilot programme where 1,000 of its employees could choose how or where to work (hybrid, on-site, or telematically). After 2 years, the project was a success and was extended to the rest of the workforce.
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| Description of the case study | The banking company Capital One (USA) launched a pilot programme called “Future of Work” (FOW) in order to find out how each individual worked best in 2006, and to rethink the way we work.
The company employed 18,060 people. Of those, 6,492 employees were at the Richmond headquarters. The programme started by taking more than a thousand of Richmond’s employees as a sample. They could choose where they would like to work from the following options: (a) As an Anchor or Resident. With this position, they would maintain the same workspace, either because they need to work from the office to carry out their duties, or because they prefer to do so. (b) As a Mobile Associate. This position has the option of spending time in the office, but with mobility. That is, you may choose to work some time from home, in the cafeteria, or visit clients. What we would call a “hybrid” position. (c) As a Teleworker. Here you would work most hours from home and come to the office sporadically. In addition, in the office you could find a “mobile” workspace, log on and get to work. To work from home, they would receive all the necessary technology and an additional subsidy of $1,000 for home office furniture. Thus, the main advantages offered by the company were flexibility and choice for workers. In addition, employees are provided with the tools and equipment necessary to perform their duties (mobile phones and laptops) to make the switch option effective, and within the office they created “quiet zone” spaces – without the use of mobile phones – so that they could use it as a place to work. After two years, the percentage of satisfied employees in the company increased by 23% (80% vs. 57%); and the company has been able to consolidate its real estate portfolio by gaining the capacity to house 500 more employees in the same space as when it started (800 vs. 300). Given the success of the pilot programme, Capital One added more employees to the programme in 2008. All in all, Capital One is a clear example of putting in place programmes and tools to support partners, and dialogue on requests for flexible working arrangements. Source: Christensen, K., & Schneider, B. (Eds.). (2011). Workplace flexibility : Realigning 20th-century jobs for a 21st-century workforce. Cornell University Press. Retrieved from https://ebookcentral-proquest-com.bibliotecauned.idm.oclc.org/lib/unedbiblioteca-ebooks/reader.action?docID=3138099&ppg=1 |