MSP | Flexible Work Arrangements (“Flexwork”)
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“Flexwork” can refer to a range of solutions that help recruit and retain personnel who may not be able or willing to commit to working in an office full time. These can include working remotely part- or full-time, making office hours more flexible, offering more part-time, job-sharing or contract-based positions. For local and national NGOs in low resource countries, flexible work arrangements can help overcome significant barriers linked to commuting challenges, safety and family welfare concerns—particularly for women—and limited salary competitiveness.
However, connectivity constraints introduce another important consideration. In many contexts, internet coverage is unreliable, data costs are high, and power cuts are frequent, making fully remote work difficult for some staff. NGOs can respond by designing hybrid systems where staff only come to the office when essential, and work remotely when possible, supported by practical measures such as providing modest internet stipends, shared office hubs in more convenient/safer locations (possibly in collaboration as a network to provide a hub or co-working space, or with partner INGOs who have unused office space), or scheduled “online work windows” that align with the most reliable connection periods. Offline-friendly systems—such as tools allowing work to be downloaded and uploaded later, and communication practices that do not rely exclusively on live video meetings—can make remote work more realistic.
Flexible scheduling also helps staff travel during safer daylight hours or avoid rush-hour congestion, while part-time, job-sharing, consultancy, or retainer-based arrangements allow organisations to retain specialised skills even when full salaries are not possible. This would also allow staff to openly hold multiple jobs, a reality in many contexts where a single income source is insufficient. Recognising that staff value predictable income and job security in uncertain economies, NGOs can pair flexibility with clarity on contract duration, renewal expectations, and performance metrics to reduce anxiety.
Establishing clear remote-work policies, investing in basic digital collaboration tools and secure data practices, and ensuring supportive supervision are also essential. When thoughtfully implemented, flexwork that acknowledges both safety realities and connectivity limitations allows NGOs to become more inclusive, attractive employers while strengthening organisational resilience, continuity, and staff well-being in demanding humanitarian environments.
PROS and CONS
Pros: Flexwork can attract and retain personnel who would otherwise be unable to work for the organisation due to where they are based, family situations or other constraints. These kinds of arrangements may also help access a talent pool that cannot apply to INGO jobs for the same reason. Flexwork can help retain staff that experience a change in their lifestyle (children, relocation, etc…) during their time at the organisation; Flexwork can also lower operational costs by requiring a smaller office space and make expansion to new areas possible with leasing new space.
Cons: Done poorly, Flexwork can diminish team coherence, make supervision and coordination of staff more difficult and complicate HR processes. Poor home internet connectivity may also make remote work unrealistic in some locations. National labour laws may prohibit some options such as extended contract agreements or part-time work.
SELECTION CONSIDERATIONS
Connectivity: Are phone and internet connections in residential areas reliable and affordable enough to allow for remote work? Would the organisation have to pay to provide such a connection? Do people generally own smartphones and have access to unlimited data plans or would those also need to be provided by the organisation?
Employment laws and norms: What kind of flexibility exists in national labour laws? Can part-time employees or contractors access state pension plans, health insurance, etc…? Are these taxed at higher rates? Are there limits to contractual arrangements that can be offered?
Employee preferences: Are current and prospective employees open to Flexwork arrangements and employment under part-time or contractual bases?
Team-building opportunities: Would the organisation be able to organise regular team-building activities (annual retreat, weekend family activities, etc…) to compensate for the loss of day-to-day interactions between employees?
EXAMPLES
Remote and Hybrid work allow employees to spend all or part of their time working from home or another location (i.e. a co-working space), either in the same city as the employer’s office or in a different location.
Flexible office hours allow full-time employees who regularly come to the office to choose when they are physically present in order to honour family commitments (school hours, caretaking, etc.), travel more safely (avoiding public transportation at night), or spend less time commuting (avoiding rush hours). This may mean longer office opening hours, possibly including time outside the usual work week. A study from Zambia showed that Flexible Work Arrangements significantly increased employee retention (at INGOs).
Offering part-time work can help organisations recruit for positions that are not fully funded and attract employees who may not be able to take on full-time roles (e.g., single-parent households). This can benefit individuals who wish to balance formal employment with part-time flexible opportunities (consulting, “gig economy” jobs, etc.).
Exploring more flexible, results-based compensation packages like consultant contracts instead of salaried positions, can attract potential employees who do not require all the benefits of a traditional employment contract (e.g. those covered by a spouse’s income) but seek greater flexibility. In return, the employer can structure the contract around specific deliverables on a mutually agreed schedule.
The Alliance of Ukrainian CSOs (a network of L/NAs) used network funds to establish a co-working space / hub for staff of all members in Kyiv. Many CSO members had small numbers of staff (in general, or based in Kyiv) enabling them to avoid expensive office costs, and collaborate with other members. It was also important as the office space has an underground shelter (for during air alerts), a generator (for power cuts), reliable internet connection, and meeting spaces so that CSOs could host donors, international partners and others for meetings and events.