Implementing a Reduced-Workload Arrangement to Retain High Talent: A Case Study

Reduced-load work arrangements involve a reduction in workload or hours with commensurate pay reduction. Employers use these arrangements to retain talent who value dual engagement in career and personal life. We discuss the reasons employers support reduced-load work, and its relevance to the psychologist-manager. We share a case study representing employee and manager views. Successful arrangements include these implementation features: (a) targeted to high-talent individuals with a track record; (b) redesigned, monitored, and fine-tuned over time; and (c) follow principles of the three Cs: communication, coordination, and challenge management. New managerial mind-sets are needed for success: designer at a distance with high standards, creator of pockets of change, big picture thinker on flexibility, and talent manager of "whole people."