Introduction to Flexwork Program

Report
Introduction to
Flexwork Program:
Help for Supervisors
Topics Covered in this Presentation
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Explore UCSB’s Flexwork Program Definitions
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Compare and Contrast the Three Different Types of Flexwork
Arrangements
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Explore the Reasons to Implement and the Important Things to
Consider Before Implementing
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Look at the Process Flow Charts and Tools Available to Help Implement
and Manage Flexwork Arrangements
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Practice Identifying and Discussing Potential Challenges
What is Flexwork?
What is Flexwork?
The term "flexwork" includes any alternative work
arrangement that may include the
characteristics of one or more of the following:
1. Flexible Start/End Times
2. Compressed Workweeks
3. Telecommuting
Eligibility
Who Can Request Flexwork?
All employees (exempt and non-exempt) can
request a flexwork arrangement depending on
their specific job duties and department needs.
Flexible Start/End Times
(Flex-Time)
Flexible Start/End Time
Arrangements
Schedule varies from the “traditional” schedule of 8:00 a.m.
- 5:00 p.m., allowing employee to begin and end work at
nonstandard times within limits set by management.
Defined limits can vary; however, the number of work hours
achieved each week is set.
Examples of Flexible Start/End
Times
Flexible Start/End Time Examples
A. Employee maintains the same “non-standard” hours each work day (M-F
9:00 a.m.-6:00 p.m. with 1 hour lunch)
B. Employee maintains the same core hours (9:00 a.m.-3:00 p.m.), but may
adjust their arrival and departure times each day with the expectation that
s/he will work a set number of hours each day
C. Employee maintains a variable yet consistent schedule of a different number
of hours each day (M,W,F 8:00 a.m. -5:00 p.m. with 1 hour lunch; T,TH
9:30 a.m.-6:00 p.m. with ½ hour lunch)
D. Employee maintains a mid-day flextime schedule allowing them to take a
longer scheduled break than usual if they make up the extra time by
starting earlier or staying later (work 8-12; break 12-2; work 2-6)
Compressed Workweek
Compressed Workweek
Arrangement
A compressed work week allows employees to work full-time
hours (40 hours) in fewer than five days per week.
A compressed work week can be accomplished by working a
4/10, 9/80, or “Summer Hours” schedule.
Examples of Compressed
Workweek
Compressed Workweek Examples
E. Employee maintains a 4/10 schedule. This is accomplished by working
four 10-hour days each week. Work days are predetermined by employee
and management (M-TH 7:00 a.m.-5:30 p.m. with ½ hour lunch)
F. Employee maintains a 9/80 schedule. This is accomplished over two
weeks by working 80 hours in nine days. Work days and off days are
predetermined by employee and management ( M-TH 7:00 a.m-4:30 p.m.
with ½ hour lunch, every other Friday 7:30 a.m.-4:00 p.m. with ½ hour
lunch)
G. With a “Summer Hours” schedule the employee works longer hours on
some days and short hours on another. Work hours for each day are
predetermined by employee and management (M-TH 7:00 a.m.- 4:30 p.m.
with ½ hour lunch, every Friday 8:00 a.m.-12:00 p.m.)
Compressed Workweek Holiday
Guidelines
•For a full time employee a holiday is worth 8 hours. For part-time
employees, the holiday hour value is prorated based on the employee’s
percent full time.
•If the holiday falls on a day the employee is scheduled to work fewer hours
than the value of the holiday (for example their day off), the employee
receives holiday credit for the difference that s/he can arrange to take off at
a later date.
•If the holiday falls on a day the employee is supposed to work more hours
than the value of the holiday (for example ten hours), the employee will
“owe” the University the difference in time (two hours of vacation time).
Compressed Workweek Holiday
Guidelines
•Generally, if an overtime eligible (non-exempt) employee is assigned to
work on a scheduled holiday, the employee receives the regular day’s pay
plus premium pay at time and one-half for all hours worked on the holiday.
A supervisor may approve an employee’s request for compensatory time off
instead of monetary payment.
•If an exempt employee is assigned to work on a scheduled holiday, the
employee receives the regular day’s pay and received one day of holiday
credit based on FTE, to be taken at another time.
•But Remember to check applicable bargaining unit contracts and/or
policies!
Overtime Guidelines for
Compressed Workweek
Telecommuting
Telecommuting
• This is a work arrangement in which some or all of the work
is performed at an off-campus work site such as the home
or in office space near home.
• Telecommuting means being connected by phone,
computer, modem, fax, and/or pager. Equipment may be
owned and maintained by employee or the University.
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Many managers believe that both the department and the
telecommuter may be best served if the employee
telecommutes not more than 1-2 days a week.
Reasons to Implement
Benefits to Employer:
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Recruitment & Retention
Productivity & Morale
Free up office space & equipment
Allow coverage at multiple
locations (telecommuting)
Extended hours of service
Ease parking demands
May assist employees with
disabilities
Benefits to Employee:
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Childcare schedules
Elder Care Needs
Easing Commute Stress & Expense
Professional Development
Employee keeps full pay and benefits
Enhanced Productivity
Heightened sense of autonomy
Other Work/Life Balance Issues
Benefits to Environment:
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Pollution and Commute Reduction
What kinds of jobs are
suitable for telecommuting?
Things to Consider Before You
Implement
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Job duties
Department needs
Individual work characteristics
Work performance
Current Bargaining Unit Contracts and/or
Policies
• Risk and cost issues
Risks & Costs to Be Aware of
Risks:
• Wage and Hour Concerns
– Exempt
– Non-exempt
• Worker’s Compensation
Issues
• Zoning and Insurance Issues
• ADA
• Discrimination and Retaliation
Exposure
• Union Contract Compliance
• Required Meal Breaks and
Rest Periods
Costs:
• IT and Infrastructure Costs
• Program Startup and
Implementation Costs
• Program Maintenance Costs
• Impact on Employee Productivity
• Burden on Other Employees
and/or Manager
• Impact on Information Flow
Telecommuting Issues
Additional Things to Consider
Before You Implement
• What type of work will be done?
• How will performance be measured?
• Who will provide and/or pay for equipment
(telecommuting)?
• Who will support employee’s home computer?
• Safety/security Issues
Telecommuting Issues
Common Concerns Post
Implementation
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Equity Issues
Department Functioning
Supervision Issues
Employee Productivity
Procedures
Tools Available to Help You Implement
Flexwork Arrangements
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Flexwork Guidelines
http://hr.ucsb.edu/worklife/pdf/Flexwork_Guidelines.pdf
Employee Flexwork Agreement
http://hr.ucsb.edu/worklife/pdf/Flexwork_Agreement_Form.pdf
Work Suitability Assessment
http://www.telecommutingadvantage.com/sb_wsa_2006/
Employee Suitability Assessment
http://www.telecommutingadvantage.com/sb_wsa_2006/
Ergonomic Home & Safety Guidelines
http://hr.ucsb.edu/worklife/pdf/Flexwork_Ergonomics.pdf

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