University of Pennsylvania
Flexible Work Options
Introductory Guide 1999
Please Note: This is the introductory guide that was distributed to all Penn Faculty and Staff in January 1999.
These guidelines are not intended to serve as policy, nor is the guidebook a legal document. The University reserves the right to change, amend or terminate any or all of these guidelines at any time for any reason.
The information in this document is based on policies and practices at the University. If there is a conflict between the information presented here and the information contained in Benefit plan documents and/or University policies, the plan documents and University policies always govern and are the controlling legal documents. Full policy descriptions are in the Human Resources Policy Manual or in the Benefit plan documents available for inspection in the Benefits Office.
Information in this guide does not represent terms or conditions of employment, nor is the language intended to establish a contract between the University and its faculty and staff members. Staff members covered in collective bargaining units are governed by the terms and conditions of the respective collective bargaining agreements. All other positions may qualify for a flexible work arrangement if the proper conditions exist, as described herein, and management approves the arrangement.
TABLE OF CONTENTS
What
are Flexible Work Options and Why Are They Important Now?
How Do We Know
Flexible Work Options Work?
What
Will Encourage Successful Flexible Work Arrangements?
Guidelines for Success
The Supervisor's Role
Training for Success
Flexible Work Options Details
Flextime
Flexplace
Compressed Work
Schedules
Part-time Work
Arrangements
Job Sharing
Introducing Flexible Work
Options
How to Design a Flexible
Work Proposal
Supervisor Considerations for
Introducing Flexible Work Options
Sample Flexible Work Option
Proposal
Sample Flexible Work
Arrangement Agreement
Frequently Asked Questions
FLEXIBLE WORK OPTIONS TASK FORCE
- Salim M. Alani, Director of Audit/University
- Donna Arthur, Recruitment Coordinator, School of Law
- James Bean, Director of Operations, Facilities
- Amy Bosio, Associate Treasurer
- Glenn Bryan, Director of the Office of City and Community Relations
- Christine Davies, Administrative Assistant, Academic Support Programs
- Brenda Fraser, Associate General Counsel, Office of General Counsel
- Dr. Stewart Friedman, Director, Wharton Leadership Program
- Douglas Frenkel, Practice Professor of Law, School of Law
- John J. Heuer, Vice President, Division of Human Resources
- Marilyn Kraut, Director, Quality of Worklife Programs, Division of Human Resources
- Dr. Robin Leidner, Associate Professor & Undergraduate Chair, Department of
Sociology, School of Arts and Sciences
- Marilyn Lucas, Executive Director, Medical Center Development and Aumni Affairs
- Victoria Mulhern, Director of Faculty Affairs & Administrative Director of Post
Doctorate Programs, School of Medicine
- Patricia Pancoast, Manager, Operational Services, School of Engineering and Applied
Science
- Susan Peterson-Pace, Office Coordinator, Vice Provost for University Life
- Amy Reisch, Co-Director, Focus on the Health of Women
- Jo Anne Saporito, Associate Director, Institute for Research on Higher Education
- Dr. Susan Silverton, AADS Enid Neidle Scholar & ACE Fellow Assistant Professor
Department of Oral Medicine, School of Dental Medicine
- Margaret Hagans Smith, Director, Human Resources/Administration, Information Systems and
Computing
- Elaine Spiro, Senior Compensation Specialist, Division of Human Resources
- Marie Witt, Acting Vice President for Business Services
WHAT
ARE FLEXIBLE WORK OPTIONS AND WHY ARE THEY IMPORTANT NOW?
Flexible work options offer alternative approaches to getting work done through
non-traditional work hours, locations, and/or job structures. They offer creative
approaches for completing work while promoting balance between work and personal
commitments. They do not reduce work hours or output. They cannot overcome an unmanageable
assignment or difficult work relationship.
Typical flexible work options are flextime (flexible start, stop and lunch times),
flexplace (work away from the office, typically at home), compressed work schedules
(compressing standard work week hours into fewer days), and part-time and job sharing
assignments (less than full-time work, either for a reduced assignment, or a shared one).
Flexible work options respond to significant changes at work and home. Examples of
these changes are:
- Women with young children are the fastest growing segment of the work force. Men are
more involved in family and home care responsibilities. Eighty-five percent (85%) of all
workers have family care responsibilities.
- Our society is aging. Twenty-five percent (25%) of all workers have elder care
responsibilities.
- More focus is being placed on work and personal goals and responsibilities.
Educational and research environments have not been immune to these changes. We feel
their influence more strongly now at Penn than ever before. Flexible work arrangements
respond to these issues by supporting efforts to manage the demands of work, personal
commitments and individual needs.
HOW DO WE KNOW
FLEXIBLE WORK OPTIONS WORK?
National surveys repeatedly show that workers seek flexibility as the key response to
the competing demands of work and personal responsibilities. Many corporations with formal
flexible work programs have reported positive results, including increased productivity,
and reduced absenteeism and turnover. A recent study found that the number one work factor
correlating with workforce commitment was management's recognition of the importance of
personal and family life and support for these obligations. This commitment directly
affected productivity and retention.
Typical benefits of flexible work options include:
- Uninterrupted time for creative, repetitive, or highly detailed work.
- Reduced commuting costs and use of parking space.
- Reduced work space costs.
- Reduced stress.
- Reduced tardiness and absence due to personal commitments.
- A correlation between work schedules and work styles (early versus late energy).
- Expanded coverage.
WHAT
WILL ENCOURAGE SUCCESSFUL FLEXIBLE WORK ARRANGEMENTS?
The University is a decentralized organization with diverse work environments. No one
flexible work arrangement can apply, and no practice can be appropriate for all
situations. Therefore, this information is offered in the form of guidelines rather than
policy. However, many Penn environments can utilize at least one flexible work arrangement
if the job, person, environment, and work situation are appropriate for the arrangement
and recommended protocols are followed. These protocols are described below. They are
gleaned from best practices in corporate and academic environments where flexible work
options have been in operation for some time. They are introduced prior to the details of
typical flexible work options in order to offer a context for understanding these
practices and the best way to introduce them in the workplace.
GUIDELINES FOR SUCCESS
- The arrangement must support the organization's goals, including cost-effectiveness and
customer service.
- The assignment must be appropriate for the flexible work arrangement and equipment,
systems or materials must be available during non-traditional hours or outside of the
workplace.
- The supervisor and School/Center leadership must approve the plan and be prepared to
manage the work under the conditions of the arrangement. Each School and Center will
determine the appropriate individual(s) to approve these arrangements in addition to the
immediate supervisor. The provisions of Policy #620: Staff Grievance Procedure, do not
apply to decisions regarding flexible work options.
- The individual's work style and history must support the demands of the arrangement.
- Special arrangements for communication and accountability must be established.
- An effort should be made to maintain a collegial environment, through special
opportunities for unit members to have shared hours and constructive interactions.
- Written plans must be developed for the flexible work arrangement to document the
understanding between all involved parties.
- A pilot time frame is often helpful for trying out a flexible work arrangement prior to
making a long term commitment to it by either party (management or staff member).
- All must be prepared to return to pre-flexibility arrangements if the situation
requires.
THE SUPERVISOR'S ROLE
Supervisors are responsible for maximizing resources and utilizing staff talents. They
are best positioned to understand the demands of the work and individual capabilities.
Therefore, the decision to implement a flexible work arrangement belongs in their hands.
They must be prepared to manage the work under the conditions of the arrangement. Since
School/Center leadership have ultimate responsibility for the success of the organization,
they must be comfortable with the arrangement as well. The best success will be
experienced through:
- Focus on the organizational benefits derived by supporting flexible work arrangements,
including reduced absenteeism and turnover and increased productivity and commitment.
- Support of the concept verbally and through personal modeling of balanced work
practices.
- Effort to work through problems and/or obstacles that may arise.
- Effective communication of clearly defined tasks and expectations.
- Measuring performance by results rather than through direct observation.
- Application of management skills that apply to everyday issues, such as assuring
resources are available for the tasks at hand, supporting professional development,
managing performance issues, and offering clear concise communication of organizational
goals and expectations and their relationship to the overall mission of the University.
- Regular feedback on performance.
- Willingness to reverse a plan if it is not serving the organization's needs.
TRAINING FOR SUCCESS
To further encourage success, training sessions are being offered by the Division of
Human Resources Department of Training and Development throughout the year as demand
dictates.
- Managing A Flexible Workforce - for first line supervisors and middle
and upper management. This will offer preparation for introducing and utilizing FWOs to
benefit the goals of the organization, and provide insights into the subtleties of
managing flexible work arrangements.
- Flexible Work Arrangement Proposals - offers staff an opportunity to
assess the appropriateness of flexible work arrangements considering work style, work
responsibilities and the needs of the organization; and coaching on how to develop a
flexible work options proposal that outlines how it will work and how the organization
will benefit.
To find out more about the schedule for these trainings and to register for these
sessions, please see: http://www.hr.upenn.edu/trainreg/
or call the Division of Human Resources Training Office at 898-3400.
FLEXIBLE WORK OPTION DETAILS
Flexible work options (FWO) can be organized in a variety of ways. The most common
FWO's are flexible work hours (flextime), flexible work location (flexplace), compressed
work schedules, and alternative work assignments such as job sharing and part-time work,
described below.
Note: Tracking paid time off is complicated by part-time, job share and compressed work
arrangements. See the Division of Human Resources Quality of Worklife Programs website at
http://www.hr.upenn.edu/quality for a worksheet to track paid time off for nontraditional
work arrangements. Contact the Division of Human Resources Compensation Office at 898-1317
for additional assistance.
I. FLEXTIME
Flextime is the most commonly used FWO. It is easiest to justify, easiest to manage, and
the least costly traditional FWO. While there are no strict rules governing Flextime, time
flexibility usually is built into the beginning, middle or end of the day. These
arrangements often include a designated time through the central portion of the day during
which all staff are present, referred to as "the core work time" or "core
hours." Core hours encourage continued connection between staff members and offer
opportunities for group meetings and communications.
Examples of some flextime arrangements:
- Individualized start and quit times that remain constant each work day.
- Individualized start and quit times that vary daily, however, the same number of hours
are worked every day.
- Individualized start and quit times with varied daily hours but consistency in the total
number of hours worked every week.
- Extended lunch times offset by additional hours at the beginning and end of the day.
II. FLEXPLACE
Flexplace allows for a portion of the job to be performed off-site, on a regular,
recurring basis, usually at the worker's home. Flexplace arrangements are most appropriate
for work that has clearly defined tasks, measurable work activity and does not require the
individual's presence in the work place. Many assignments are not suitable for a Flexplace
arrangement, either because of the type of work to be done, the need for frequent
supervision, the lack of necessary technology at home, or the need for a presence in the
office. In addition, studies have found that some individuals do not like the isolation of
a Flexplace arrangement.
Typically, a Flexplace arrangement will specify the number of hours to be worked at
home and the specific time in which this will occur (eg., every Tuesday, the first Monday
of the month, etc.). In cases where the University agrees to support some or all of the
costs of an off-site office, management and staff should discuss all applicable costs,
including that of additional telephone lines, telephone use charges and Internet Service
Provider (ISP) charges, as appropriate. Additionally, the University-Owned Equipment Home
Use Statement should be completed (See Addendum B).
The staff member will continue to work on-site, usually for a majority of the work
schedule. At the very least, individuals working under a Flexplace arrangement will come
on-site for periodic meetings and interactions with the supervisor.
Flexplace does not connote the professional or management practice of working at home
after hours to work on reports or presentations or to catch up on reading. For University
purposes, Flexplace also is not intended to represent an off-site work arrangement
implemented by the organization to meet organizational goals. This is referred to as a
telecommuting arrangement. It requires use of equipment and technology and most or all of
the work is performed away from the office.
Note: When Flexplace and telecommuting arrangements require use of computing technology
from an off-site office, it will be necessary to arrange through the
School/Center/Department/Office specific and detailed arrangements for support of the
technology, as well as appropriate access to PennNet. Consideration should also be given
to possible working hours and the comparable availability of various administrative
systems. Additionally, it is important for managers and staff to be aware of the costs
that will be incurred for establishing appropriate hardware, software, and connectivity;
costs that will be incurred operating and maintaining that setup; costs of providing
support for that setup; and who will cover these costs.
Use of University equipment, products and materials involves responsibility for
University property, guided by the following policies in the University policy manual at www.hr.upenn.edu:
For a sample Flexplace agreement, refer to the Division of Human Resources Quality of
Worklife Programs website at http://www.hr.upenn.edu/quality
or call 898-0380.
III. COMPRESSED WORK SCHEDULES
A Compressed Work Schedule is a traditional 35-40 hour work week condensed into fewer than
five work days. While this option is more easily applied to non-exempt (weekly paid) staff
for whom work hours are tracked, this arrangement is not precluded for exempt staff whose
work hours worked typically are not tracked. With a compressed work schedule, the focus is
on outcomes and managing the appropriate workload in a condensed version of the work week.
Common Compressed Work Schedules for traditional 35-40 hour work weeks are:
- 4/8.75 Four 8.75-hour days (35 hours)
- 4/10 Four 10-hour days (40
hours)
- 4/varied Three 10 hour days, One 7.5 hour day (37.5 hours)
Another popular option is a 9 day/two week work arrangement, which allows for two weeks
of work to be compressed into nine or nine and a half days of work. This is popular with
individuals who want some flexibility in their schedule and do not mind extra time built
into the beginning or end of the work day, but do not want the long days Compressed Work
Schedules require.
Note: The 9 day/two week option can be difficult to arrange for weekly paid staff. The
Fair Labor Standards Act requires that weekly paid staff receive time and a half for work
over 40 hours in a week. Additionally, the Department of Labor and Penn payroll practices
dictate that pay be received in the period in which the work is performed. It would be
very difficult to work out varying pay amounts weekly to respond to alternating work
schedules to accommodate this arrangement. For example, for a total of 70 hours over two
weeks of work, 40 hours one week and 30 hours the next would require a weekly paid staff
member to receive different pay for each week of work.
IV. PART-TIME WORK ARRANGEMENTS:
At Penn, part-time work is defined as a regular hiring arrangement for between 17.5 and 28
hours a week. Regular part-time workers accrue prorated sick and paid time off in
proportion to the percentage of the full time schedule the individual is working. For
information about benefits for these arrangements, contact the Penn Benefits Center at
1-888-PENNBEN.
Part-time workers are differentiated from temporary workers, who are employed for fewer
than 1000 hours in a fiscal year, with an expectation of a short term relationship with
the University.
V. JOB SHARING
Job sharing is a program that allows two staff members to share the responsibilities of
one full-time position, typically with a prorated salary and paid time off. For
information about benefits for these arrangements, contact the Penn Benefits Center at
1-888-PENNBEN.
A job share arrangement is different from a part-time position which has a workload
demand that can be managed within twenty-eight (28) hours a week. A job share assignment
is a full-time job split between two individuals, each with responsibility for the success
of the total job.
In a job share arrangement, each staff member shares a specific proportion of the
full-time position through part-time scheduling, often with overlapping time in the
office. Creative and innovative schedules can be designed to meet the needs of the job
sharers and the office. Commitment can be 50/50, 60/40, or any variation thereof. One
caution is that the position with fewer hours cannot be scheduled for less than 17.5 hours
a week to retain the status of a regular part-time position. The schedules may also
overlap as needed, or desired.
Examples of job share arrangements:
Arrangement 1
Person 1: M,T,W = 20 hours
Person 2: W,Th,F = 20 hours
(overlap for 4 hours on Wednesday)
Arrangement 2
Person 1: M,W,Th = 18 hours
Person 2: T,Th,F = 18 hours
(overlap for 6 hours on Thursday)
When supervisors have responsibility for keeping the job share arrangement functioning,
they may become concerned about the challenges involved and find it easier to deny the job
share request. Successful job sharing arrangements usually place responsibility for a
functional arrangement on the individuals sharing the job (job partners). By shifting the
burden to the job partners, supervisors are encouraged to approve a proposal for this type
of arrangement. Both job partners agree up front that if one of the job partners is not
meeting the needs of the organization or decides to leave the job, the other will revert
to a full-time schedule, permanently or until a replacement job partner is found within a
reasonable time frame. If a new job partner cannot be found and the remaining job partner
does not want a full-time job, he/she will agree to resign from the job to be replaced by
a full-time worker. This is considered a voluntary resignation and does not qualify the
individual for position discontinuation and staff transition benefits.
INTRODUCING FLEXIBLE WORK
OPTIONS
FWO's are generally introduced in a work environment in one of two ways:
1. An individual determines that he/she would like to have a flexible work arrangement
and proposes this arrangement to his/her supervisor (See page 17). This is the most common
approach for introducing a FWO.
2. The supervisor suggests flexible work arrangements for one, some or all workers to
support efforts to balance work and personal commitments, to derive the benefits from a
flexible work environment, or to accommodate a business need, such as extended coverage or
reduced real estate costs.
How to Design a Flexible Work
Proposal
If the staff member would like to propose a flexible work arrangement, these steps are
recommended:
1. Review all of the flexible work options and determine which would be most desirable
and appropriate for:
- Personal needs and preferences,
- Personal work style and capabilities,
- The demands of the job, and
- The office situation and organizational needs, with particular focus given to
opportunities for improved accountability, cost effectiveness and customer satisfaction.
2. Prepare a written proposal to the supervisor requesting the flexible work
arrangement, covering:
- Benefits to the organization,
- Reasons the FWO will work for the job,
- Why he/she is suitable for this arrangement,
- What processes will be needed to maintain good communication and continue to achieve the
work goals, and
- How accountability, cost effectiveness and customer satisfaction needs will be
addressed.
Note: A staff member is not expected to explain the personal reasons that a flexible
work arrangement is desired. By avoiding a focus on personal need, the organizational
needs receive the primary focus and the arrangement has a greater chance of being
successful.
For a sample proposal format, see page 17. Assistance with developing and strategizing
presentation of a flexible work proposal is available through training sessions offered by
the Division of Human Resources Training Office (described on page 6 of this guidebook)
and/or by contacting your Staff Relations Specialist at 898-6093.
3. If the supervisor determines that the proposal is satisfactory, the arrangement must
be formalized with a written agreement. (See a sample format on page 18.) The arrangement
will be most comfortable for all parties if a collaborative effort contributed to the
final plan.
4. Next, the arrangement should be "piloted." During the pilot experience,
the supervisor and staff member should meet regularly, at pre-arranged intervals, to
discuss how the arrangement is going. The following questions can be reviewed:
a. Are expectations clearly understood?
b. Is productivity being maintained?
c. Are the organizational needs still being met?
d. Are there benefits that can be identified?
e. Are there adjustments to the arrangement that might be desired by either party?
f. Should the arrangement be maintained?
Note: At the end of the pilot period, the arrangement should be evaluated. It should be
understood from the start that either party may end the arrangement if it does not meet
organizational and/or personal needs.
The staff member's ability to end the arrangement distinguishes a flexible work
arrangement from a non-traditional work schedule implemented by the organization to
accommodate an organizational goal. For example, if the organization determines the need
for extended hours or weekend coverage and requires staff to change to different hours of
work, this becomes a requirement of the job. If the worker does not like the arrangement,
he/she may not have the ability to convert the position back to the original schedule but
will have the option of leaving the position. Leaving the position under these
circumstances does not qualify the individual for position discontinuation and staff
transition benefits.
Supervisor Considerations
If the supervisor would like to introduce a FWO Program, the following steps are
recommended: 1. Analyze office work demands, work flow and staffing to determine the
critical factors that will affect introduction of flexible work options in the work
environment. Assistance with developing and strategizing introduction of flexible work
options is available through training sessions offered by the Division of Human Resources
Training Office (described on page 6 of this guidebook) and/or by contacting your Staff
Relations Specialist at 898-6093.
During this analysis, the supervisor is likely to consider:
2. Once the above conditions and factors have been identified, hold meetings with staff
members to introduce the idea of FWOs, to answer questions, address concerns, identify
possible solutions for obstacles that may exist for some or all of the options, and to get
input on procedures and scheduling approaches.
3. Establish guidelines for the department, such as a description of how flexible work
requests should be proposed, the approval process, how competing requests will be
resolved, and how the success of the arrangements will be reviewed. It is important to
clarify up front that flexible work arrangements may end if organizational needs are not
being met.
4. Meet with staff members to review and finalize the guidelines.
5. Review proposals and pilot approved arrangements.
6. Review the pilot experience in three (3) to six (6) months and gather other staff
feedback on the experience.
7. Make appropriate adjustments and consider this an evolving process with
opportunities for on-going improvement.
SAMPLE FLEXIBLE WORK OPTION
PROPOSAL
A well written proposal lays out a plan for implementation that should be acceptable to
all affected parties (supervisor, staff member and colleagues).
To: Supervisor's name
From: Your name
Re: Proposal for (FWO) arrangement
Date: Date
As a staff member of (name of division or department) for (X) years, I propose
adjusting my work plan to incorporate (X option) into my work assignment. I have
considered the needs of our (department/office/unit/etc.) and the expectations of my
position and have identified several potential benefits to this arrangement:
- Highlight opportunities for improved cost effectiveness and customer satisfaction, where
possible.
I believe that this will be a successful arrangement because:
- Describe aspects of the job that make this option feasible.
- Describe the way this arrangement will meet the needs of the organization, supervisor,
colleagues, and customers.
This arrangement will be most successful if we:
- List opportunities for enhanced communication and management of work.
I feel that my work record as a (personal characteristic(s)* needed to implement
arrangement) will support this arrangement. To further ensure success, I plan to:
- Discuss specific plans for implementation.
(*i.e.: self-directed, goal oriented, self-disciplined, reliable, independent,
etc.)
I would like to discuss this proposal with you further and address any concerns that
you may have. I understand that you are responsible for the success of this organization
and must determine whether or not this plan fits appropriately within the goals for the
office. I also understand that approval of this proposal means that we will pilot the
arrangement and that we may need to make adjustments to this plan or I may need to return
to my original work schedule/arrangement if this is not going well or the needs of the
organization require this.
SAMPLE FLEXIBLE WORK
ARRANGEMENT AGREEMENT
Once a proposal is approved, an agreement such as the one below is required to help
clarify for all involved parties the specifics and expectations of the arrangement.
From: Supervisor
To: Requestor
Subject: Agreement for (pilot?) Flexible Work Arrangement
Date:
The following details the specifics and expectations of the flexible work arrangement
which you will assume as of (date):
1. The details of your (FWO) arrangement are as follows:
2. The following changes in my approach to communicating work expectations and/or
office policy and practices will be implemented to accommodate this change:
3. The following changes will be made in the way you communicate your questions about
work, provide finalized work and maintain connections with this office to accommodate this
change:
4. We will meet every ______ (period) to discuss how this arrangement is going and to
make adjustments as needed.
5. (If piloted) This arrangement will be piloted for _____ amount of time, at the end
of which time, we will review the arrangement and determine whether or not it will
continue.
6. If at any time this arrangement no longer serves your purposes or the needs of the
organization, the arrangement may be discontinued.
7. If, for any reason, the arrangement is terminated during the pilot period or at the
end of this period, or at some future point in time, and if you decide that you do not
wish to return to your former traditional work schedule/arrangement and leave the
position, you will be considered to have resigned and will not be entitled to position
discontinuation and staff transition benefits.
8. This work arrangement will have no effect on your salary, or job responsibilities.
(Please contact the Penn Benefits Center at 1-888-PENNBEN to determine if any changes to
benefits apply to this new arrangement.)
9. It is expected that this work arrangement will not reduce your productivity.
10. If organizational needs require, there may be times when it will be necessary for
you to forgo your flexible work arrangement to support unusual projects or conditions in
the office. It is expected that you will make every attempt to adjust your schedule
accordingly. Similarly, I will take into consideration your flexible work arrangement when
scheduling meetings or gatherings that require all staff to be in attendance or when
distributing workload.
11. The following equipment will be necessary for this flexible work arrangement. It
(will, will not) be provided by the University for your use:
12. You will have the following responsibility regarding equipment provided by the
University for this flexible work arrangement: n Maintenance costs n Replacement costs in
case of loss or theft n Insurance deductible costs in the amount of $______ in case of
loss or theft n Return of this equipment to the University in the condition in which it
was received, except for normal wear and tear, at the end of this flexible work
arrangement or the end of employment by the University n Other:
13. Additional provisions for this arrangement include: (please list)
I have read the above and discussed the terms and conditions with the undersigned
supervisor and agree to all aspects of this agreement.
REQUESTOR _______________________ DATE _________
SUPERVISOR _______________________ DATE _________
SCHOOL/CENTER APPROVAL _______________ DATE _______
The Division of Human Resources is available to assist with these arrangements. For
this assistance, and more detailed information, check the Division of Human Resources
Quality of Worklife website: http://www.hr.upenn.edu/quality/
or contact your Staff Relations Specialist at 898-6093 or the Quality of Worklife Office
at 898-0380.
FREQUENTLY ASKED QUESTIONS
Q1. What if it appears to be appropriate to approve one person's request for
flexibility and, based on other factors, deny the request of another. How should I handle
this situation? Can my denial be grieved?
A: All decisions should be focused on organizational needs and objective criteria
related to work performance and job demands. A consistent approach to analyzing the
situation should be applied. Then, it is important to communicate to each requestor the
decision and its rationale. Documenting the basis for these decisions is always a good
idea in case questions arise later. The Division of Human Resources Office of Staff and
Labor Relations can help you develop objective criteria to use and a strategy for
communicating your decision. The Grievance procedure (Policy #620) does not apply to
decisions regarding flexible work option requests.
Q2. What if all of my staff want to work compressed work weeks with Friday's off. No
one will be there on Friday and we need to staff this office every day of the work week. I
do not want to get anyone upset and I also am not sure how to rate the needs of the
requesters to decide who deserves this more and who less. Help?
A. Other organizations with experience with flexible work options have reported that
this problem has rarely arisen, even though it is assumed that it will be a serious
problem. Decisions for approving flexible work requests should not be based on personal
need but rather on organizational needs. However, if similar proposals are presented,
objective criteria, such as seniority, special skills or specific office needs, may serve
to resolve these conflicts. Sometimes personal issues are factored in. Often, a group
discussion and team approach helps.
Q3. Most of my staff can utilize and perhaps benefit from flextime, flexplace and
compressed work week arrangements. However, my two support staff are key to the work done
by the rest of us and when they are not there to take care of everyone's immediate needs,
the flow in the office is affected. It seems unfair to let everyone else benefit from
these arrangements and deny the two support staff this option, but I do not know what else
to do. Any suggestions?
A. Often practices already exist for managing workflow when support staff are not
available. These practices evolve when support staff are out on sick leave or paid time
off, or on special training or task assignments. Using these practices on a regular,
recurring basis rather than on occasion for the above listed situations, can allow support
staff to enjoy flexibility in their work. This may not have to be for large amounts of
time. Often a fifteen or thirty minute adjustment in arrival, lunch or departure time can
provide meaningful flexibility. Work at home once a month may allow for concentrated time
on special projects, and this absence may cause less disruption in the workplace than may
have been anticipated. However, if none of these arrangements are feasible, an objective
explanation often will suffice.
Q4 . My friend and I work for different departments of the same school. She was
recently changed to a compressed workweek, working four days instead of five. I brought up
the subject with my supervisor about a similar arrangement for myself, but was turned
down. Is this fair?
A: Alternative work schedules, including compressed workweeks, are not an across the
board benefit for employees. Managers and supervisors know the operations of their unit(s)
best and are responsible for final decisions on how to get the work accomplished. Using
the materials in the Flexible Work Options Guide may help you communicate more effectively
your reasons for believing that this would be a sound organizational decision. But keep in
mind that supervisors and managers have the authority to say yes or no to a flexible
arrangement, or to postpone consideration of flexible options to another time. Since every
job, worker and situation are different, it cannot be assumed that the same decision is
appropriate for two similar positions. Staff Relations is available for discussing your
concerns regarding this matter. As mentioned above, the Grievance procedure (Policy #620)
does not apply to decisions regarding flexible work option requests.
Q5. How can flexibility apply to me considering the fact that I have trouble keeping up
with my workload now and I work over fifty (50) hours a week?
A. While some flexible work arrangements, such as compressed work, may not be feasible
for your situation, other flexible work options may work well. For example, your work may
be appropriate for a flexplace arrangement and you would benefit from saved commuting time
or an opportunity to focus on a special project. This will not reduce your hours worked,
merely where the work is done. Adjusting your arrival and/or departure time occasionally
may provide a break from the routine and enable you to start fresh the next day. Other
than job share or part-time arrangements, flexible work options are not designed to impact
the number of hours worked, although productivity often increases, according to research
on the subject. With supervisory and School/Center leadership approval, you may want to
experiment with a few options to see if any help you to balance better your work and
personal responsibilities. Keep in mind that a flexplace arrangement may be difficult to
pilot if your work requires use of technological systems. It may be costly and complicated
to set up an appropriate work environment at home. The Information Technology staff in
your School/Center can assist you with these deliberations.
Q6. Can a supervisor mandate a flexible work arrangement. If I like my 9:00 a.m. to
5:00 p.m. job, can management require me to work a different time schedule to accommodate
others who want to work flexibly.
A. It is in the supervisor's interest to consider individual scheduling preferences and
to make the best effort to respond to these, to avoid reduced productivity or the
challenges and costs of turnover. However, management may change work schedules and
arrangements to accommodate organizational needs at any time. If an individual is not
comfortable with the change, he/she may choose to leave the position. This does not
qualify the individual for position discontinuation or staff transition benefits.
Q7. Can flexible work options be used for a limited time to meet fluctuating work
demands, such as the need for expanded hour coverage at the beginning of a semester or at
the end of the fiscal year, or to allow for more flexibility when work demand is less,
such as during the summer?
A. Yes. For example, if it would be useful for an office to have extended hours during
the beginning of a semester to accommodate special demands, flextime could be implemented.
Some staff could have the opportunity to work an early schedule (such as 7 a.m. to 3 p.m.
or 8 a.m. to 4 p.m.), while others would work a late schedule (such as 11 a.m. to 7 p.m.).
At the end of the specified time frame, traditional hours may be resumed. Likewise some
offices may choose to offer compressed work schedules during slower summer months, with
longer mid-week hours and early departure on Fridays or late arrivals Monday. In the fall,
this revision may no longer be appropriate for the demands of the office and traditional
work hours could be resumed. It is very important for the supervisor to establish clear
expectations on the time frame limits of this arrangement before it begins.
Note: Non-exempt staff should maintain the same number of hours worked weekly during
the revised schedule as well as when more traditional hours are worked. Remember,
additional straight time pay is required for non-exempt staff who work in excess of normal
work week hours up to forty hours a week. Above forty hours a week, time and half pay is
required.
Q8. How are holidays and paid time off calculated under a flexible system?
A. Tracking paid time off is complicated by part-time, job share and
compressed work arrangements. This document [pdf] provides details and suggestions about how best to track paid time off and holidays for nontraditional work arrangements. For additional assistance, please contact the Division of Human Resources Compensation Office at 898-1317.