Introduction to Flexwork Program: Help for Supervisors

Topics Covered in this Presentation

• Explore UCSB’s Flexwork Program Definitions

• Compare and Contrast the Three Different Types of Flexwork Arrangements

• Explore the Reasons to Implement and the Important Things to Consider Before Implementing

• Look at the Process Flow Charts and Tools Available to Help Implement and Manage Flexwork Arrangements

• Practice Identifying and Discussing Potential Challenges

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 Times2. Compressed Workweeks3. Telecommuting

What is Flexwork?

Eligibility

All employees (exempt and non-exempt) can request a flexwork arrangement depending on their specific job duties and department needs.

Who Can Request Flexwork?

Flexible Start/End Times(Flex-Time)

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.

Flexible Start/End Time Arrangements

Examples of Flexible Start/End Times

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)

Flexible Start/End Time Examples

Compressed Workweek

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.

Compressed Workweek Arrangement

Examples of Compressed Workweek

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 Examples

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

• 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.

• 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.

Telecommuting

Reasons to Implement• 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

• 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 Employer: Benefits to Employee:

• Pollution and Commute ReductionBenefits to Environment:

What kinds of jobs are suitable for telecommuting?Things to Consider Before You

Implement• 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• 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

• 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

Costs:Risks:

Telecommuting Issues

• 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

Additional Things to Consider Before You Implement

Telecommuting Issues

• Equity Issues• Department Functioning• Supervision Issues• Employee Productivity

Common Concerns Post Implementation

Procedures

• 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

Tools Available to Help You Implement Flexwork Arrangements