Page 12 - PR3_Case study_Final version _English

Information is also provided in company newsletters and on the
company’s website since employees may not focus on the availability of
flexible work arrangements until there is an immediate need for them.
• Training programs for supervisors, line managers and senior managers
were conducted, and new supervisors also learned about the FWA
program at orientation. The training module includes roleplaying, case
studies, scenarios, and barriers to participation in all types of FWAs.
• As of 2004, the company had not developed a tracking system to
measure the impact of the flexible work policy.

Eastman Kodak reports several success stories in which employees and
supervisors have made flexible work arrangements. They credit trusting
relationships and regular communication for making these
arrangements effective. The only negative impact they have seen
Outcomes related to offering the program is co-workers who are jealous of those
using FWAs. In many cases, these employees could have applied to work
flexibly themselves but have not chosen to do so.

BAD PRACTICES COLLECTED BY FCB

Testimony N°1/Bad practice

Thematic SOCIAL ISOLATION/HYBRID WORK

The number of home-based workers has increased significantly since the
beginning of the Covid 19 pandemic. This transition has led many
people to feel lonely. As a result, employees feel less engaged and
motivated.

Name of the worker Hassan H.