SUBSIDIES

Uneven workloads necessitate flexible work structures, where the employee has the opportunity to spend less time at work after periods of more intense work-load due to higher demand, also providing the employer with capacities these periods require. With the chosen scopes of activities, it is necessary to clearly identify each work process, auditing the accounting periods of labour time for manual labourers; and in such work processes that cannot be bound to a specific time or time frame, or can be performed outside of the work-place (e.g. they do not need special equipment that can only be operated at the work-place), the potential of remote work is worth examining. Based on the data sheets filled out by 25% of the employees, managerial interviews, managerial and employee surveys, it is obvious that the firm is capable, in the chosen scopes of activities, of introducing flexible work structures. Based on surveys targeting employee needs, company culture and forms of employment, we can see that the company culture already contains the elements necessary for the introduction of flexible employment structures, to which, based on the unanimous opinion of both management and employees, there is no obstacle. Varying work-loads do not consistently allow for a maximum of 8 hours work days, thus flexible work schedules would significantly help employees in finding better work-life balance.

The conversion becomes, as a result of consulting and training processes, an integral part of the work culture. For the introduction of flexible work structures, we calculate with the following costs: 10 consultancy days, the goal of which is the acceptance of flexible work schedules among the employees and becoming integrated into the company culture in the long term. For this, labour-law and financial documentation are drawn up, HR policies record the fitting of flexible work structures into the whole of the organisation, and we synchronise it with the company strategy, while IT will ensure the usability of the information technology infrastructure.

Two kinds of managerial training, planned for two days each will be attended by 8 company leaders: The goal of the development of managerial efficiency and managerial skills is to guide the leaders through the process of change. The four types of employee training, planned for four days each, will be attended by 40 people in total. The focus of collaboration training is the strengthening of collaboration and synergy between (groups of) employees, the goal of time-management training is for employees to learn efficient time-planning patterns and skills for creating a better work-life balance. The stress- and conflict- and lifestyle-management trainings’ aim is the development of personal and work efficiency. The organisational communication training will touch on how to communicate in an organisation, where not everybody is physically present, or work on the same schedule.

Procurement of equipment for remote work, essential for the conversion:

The purchased 5 laptop computers with Office package, and 5 mobile phones support the daily tasks and remote access from employees working remotely, becoming the instruments of remote workspaces. Colleagues working remotely will use the equipment to be procured to complete their daily tasks. At the time of the survey, 18 employees work in a traditional setup of 40 hours a week, 8 hours a day. Some services cannot be provided under the current set work schedule, applicable to all employees. One such case is when a larger industrial plant needs electrical work, which requires continuous, 24-hour work coverage. Set working schedules do not provide sufficient flexibility for this, atypical work schedules are difficult to manage, and substitution can become problematic. A labourer shortage is a constant problem, affecting the whole operation. The development would affect 6 employees currently working in a converted role, the training and consultations would affect the whole of the workforce, the work schedule of 1 employee would be set by the employer in 3-month stubs, 5 employees would convert to working fully remote.

The full amount of the subsidy provided by the European Union and the Hungarian state is 11 049 412 HUF.

The date of the practical completion of the project: 09.08.2018