home  |  about  | web management  | email: info@employeesurveys.com
 
Home Page
   - Employee Satisfaction
   - Ethics Surveys
   - Productivity
   - Diversity
   - Culture
   - Health and Safety
   - Internal Customers
ESAT Budget Option
Online Survey Demo
   - ESAT Process
   - Poll Results
   - Success Profiles
   - Survey Tips
   - Boss Stories
   - Good Bosses
   - Bad Bosses
   - People Policies
   - HR Panel
   - Employee Panel
Downloads/Shareware
Client List
About Us
Guest Book

Casual Dress Code Versus Flextime

In two online polls, we asked people the following questions:

  • How important is it to you that a prospective employer have a casual dress code? {Poll ended 3/31/00}
  • How important is it to you that a prospective employer have flextime (flexible working hours)? {Poll ended 4/14/00}

93% of respondents said that flextime was very important or somewhat important to them. Casual dress code was cited by 50% of people as being either somewhat or very important.

Results of Casual Dress Code Versus Flextime Poll

What does this mean?

First of all, it shows that implementing flextime is a great way to make your organization more attractive to prospective employees. It is hard to ignore the opinions of 93% of the population.

Secondly, it suggests that not having a casual dress code carries with it some risk, as almost 1/4 of respondents said it was very important to them.

Flextime and casual dress code are "soft" benefits which, if they can be implemented within your business model*, can make your company more attractive to prospective employees. As "soft" benefits, they don't carry with them high monetary costs.

* Of course, flextime and casual dress code must be implemented without harming the business. This means that staffing levels must be appropriate within the context of flextime, and that employees who have direct customer contact must be appropriately dressed.


employeesurveys.com -- http://www.employeesurveys.com
E-mail address: info@employeesurveys.com

employeesurveys.com is owned and operated by
The Business Research Lab

Copyright 1999-2007, The Business Research Lab