77% CPA Australia employees enjoy work-life balance: Chief People Officer shares secrets to success

The way we work has transformed dramatically over the past few decades. From the rigid structures of the past, where the 40-hour workweek defined productivity, we now find ourselves in a landscape that emphasises flexibility and adaptability. This shift has been fuelled by advances in technology, changing employee expectations, and a growing understanding of the importance of work-life balance. 

In the early 1900s, Henry Ford introduced the concept of the 40-hour workweek, which was revolutionary at the time. He posited that eight hours of work, eight hours of leisure, and eight hours of rest would lead to a happier and more productive workforce. As we navigate the complexities of modern work environments, this perspective has evolved into a demand for flexibility that accommodates individual needs while meeting organisational goals.

As the world of work has shifted towards more flexible arrangements—encompassing remote work, compressed schedules, job-sharing, and other innovative practices—organisations must consider how best to balance these employee demands with the need for collaboration and productivity. This balance is not just a nice-to-have; it has become a strategic imperative that can foster a positive workplace culture, improve morale, and attract top talent.

In an exclusive interview with People Matters, Marissa Alley, Chief People Officer of CPA Australia, shares her insights on the evolving nature of work, the role of leadership in promoting a healthy work-life integration, and the misconceptions surrounding flexible work arrangements. With her extensive experience in human resources, Marissa provides a thoughtful and nuanced perspective on how organisations can adapt to the changing work landscape and leverage flexibility to enhance employee wellbeing and organisational success.

The legacy of flexibility

As we reflect on the history of work, it’s fascinating to consider how far we've come. However, the rise of industrialisation and, later, technology has prompted a reevaluation of work structures, giving way to a range of flexible arrangements. Today, flexibility can take many forms, including remote work, job sharing, compressed workweeks, and flexible scheduling, which acknowledge that a one-size-fits-all approach no longer suffices.

Marissa Alley believes that providing flexibility is not just an employee benefit but a strategic imperative. “Balancing flexibility with in-person collaboration requires a thoughtful, phased, and personalised approach to meet both organisational goals and employee preferences,” she emphasises. Since embracing hybrid work in 2020, CPA Australia has empowered its employees to choose where to work, blending in-office days with remote flexibility. For their international workforce, in-office attendance is typically required three days a week, while teams in Australia have favoured remote work.

Marissa elaborates on CPA Australia’s strategy, highlighting the importance of discovering how to achieve a balance that supports productivity and personal well-being. “Key strategies for this transition have included setting expectations around which tasks are best suited for in-person collaboration — such as brainstorming sessions and mentoring — while maintaining flexibility for other tasks that can be done remotely.”

The role of leadership in flexibility

In this era of work-life integration, the role of leadership becomes paramount. Leaders must actively foster an environment that supports employee well-being and prevents burnout, regardless of the working arrangement. “At CPA Australia, we are committed to creating an environment where open communication is valued, and employees feel supported in managing their time effectively,” Marissa notes.

To help employees maintain clear boundaries and avoid overwork, her organisation has introduced “anchor days,” designated for in-person collaboration, while allowing flexibility on other days. “Leaders must support the employee’s right to disconnect, encouraging the setting of clear boundaries between work and personal time. Practices such as delaying email sends, acknowledging different working hours, and being mindful of individual and team needs help create a more balanced work environment.”

The importance of leadership behaviour cannot be overstated. Marissa reflects, “Our leadership shadow is critical. Leaders set the tone for work-life integration through their own behaviours. By modelling healthy boundaries and genuinely caring for employee well-being, leaders create a culture where people feel valued and respected.” Initiatives like meeting-free Friday afternoons and offering time for employees to pause and reset are vital in ensuring that employees maintain balance and stay productive without risking burnout.

Recent employee survey data indicates the success of these initiatives. Marissa reveals, “77% of our global employees believe they have a positive work-life blend, and 79% feel a sense of belonging at CPA Australia.” Such statistics affirm the positive impact of flexible work practices and leadership’s role in fostering a supportive environment.

Misconceptions about flexible work

Despite the advancements in flexible work arrangements, misconceptions persist. One of the most significant misunderstandings is that productivity can only occur in a fixed environment. Marissa explains, “Some tasks require focused, individual work, which can often be best accomplished at home, while others, like collaboration and brainstorming, can thrive in a more connected, in-office environment.”

The belief that flexibility merely accommodates individual needs also overlooks the necessity for a balanced approach that benefits both employees and organizations. “Flexibility should be two-way, balancing the needs of an employee, team, and organisation. It’s not just about personal preference but finding an equilibrium where all parties benefit,” she emphasises. Misunderstanding these dynamics can lead to assumptions that flexibility undermines performance when, in reality, it often enhances it when implemented thoughtfully.

The importance of physical interaction

While the digital-first era has introduced innovative collaboration methods, some businesses continue to believe that creativity, innovation, and mentorship flourish better in physical office spaces. Marissa acknowledges the benefits of in-person communication for fostering creativity and teamwork. “Physical office spaces allow for informal interactions, non-verbal cues, and spontaneous conversations, which can foster quicker problem-solving and deeper team collaboration. For early-career professionals, being physically present can offer invaluable opportunities for learning through observation and informal coaching.”

However, she asserts that today’s landscape has transformed how we facilitate collaboration. “The digital-first era has introduced new, effective ways to facilitate creativity and innovation. Virtual tools and platforms enable broader collaboration, breaking down geographic barriers and enabling diverse teams to come together.”

Marissa advocates for a hybrid model that integrates both in-person and remote work, allowing organizations to leverage the strengths of each setting. “At CPA Australia, we’ve adopted a balanced approach that combines in-person interactions for key moments with virtual collaboration for greater flexibility,” she shares.

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Emerging trends in flexible work

Looking ahead, Marissa identifies several emerging trends that will shape the next phase of flexible work. A significant shift is the geographical flexibility that broadens the talent pool. “With fewer location-based restrictions, organisations can tap into a more diverse and global talent pool. This decentralisation enables businesses to hire the best talent regardless of their location, which can lead to faster task turnarounds by having overlapping and asynchronous work hours,” she states.

Another trend is the growing focus on human-centric work models. The COVID-19 disruption has shown that flexible work can be both productive and effective, prompting organisations to embrace a culture of flexibility rather than reverting to pre-pandemic norms. “Mandating full-time returns to the office can drive talent away, especially in a workforce with diverse generational preferences. Flexibility, when done right, supports engagement and retention of a diverse talent pool by offering a tailored approach to work-life balance,” Marissa adds.

Emerging technologies, particularly AI and digital collaboration tools, will further enhance flexible work environments. “These tools will enable more seamless communication, automate tasks, and create hybrid environments where human connection and technology come together to foster collaboration and innovation,” she predicts. This adaptable and technology-enabled work ecosystem will be essential for future workplaces.

In this evolving landscape, the ability to adapt to change will not only define successful organisations but also enhance employee satisfaction and retention, paving the way for a more resilient and engaged workforce. Marissa’s vision for the future highlights the importance of remaining responsive to the needs of employees while leveraging the strengths of both in-person and digital interactions. As we move forward, embracing flexibility will be key to unlocking the potential of the modern workforce.