The twenty-first century workforce will be more female and more di-
verse. In addition, there will be increased competition for talented
workers. Since the publication of Workforce 2000 in 1987, the landmark
report issued by the Hudson Institute, managers have been preparing
for this new workforce by becoming more sensitive to work/family
issues. Industry, both in the United States and abroad, has become
increasingly concerned with the development of family-friendly poli-
cies that help employees balance the demands of work and family.
One important type of family-friendly benefit is workplace flexibility
and alternatives to the traditional workweek. Many corporations, how-
ever, are developing flexible work arrangements for compelling eco-
nomic reasons. Permitting employees to telecommute is less expensive
than providing office space. In the United States the 1990 Federal Clean
Air Act and state air-quality standards have induced companies to
offer some type of telecommuting option to their employees. Many
companies are already offering workplace flexibility. Flexible work
arrangements include a range of options: flexible work schedules, com-
pressed workweeks, job sharing, job exchanges, voluntary part-time
work, phased retirement, telecommuting, and home-based work.

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