Flexible Work Arrangements
UNDERSTAND
Alternative and flexible work arrangements are alternatives to the traditional 8 to 5 workday and can accommodate employee preference or unique job requirements. Examples include telecommuting (telework), alternative work schedules, and reduced work schedules.
Job flexibility is important for many employees. Flexible work arrangements can have significant organizational and individual benefits that help morale and allow employees to meet their personal needs while contributing to the organization. Offering flexible work arrangements can also help with employee retention and recruiting.
While flexible work arrangements are not an employee entitlement, the UW supports the development of flexible work arrangements
when a manager determines that such an arrangement meets the needs of the unit and the employee.
Typically an employee will propose a flexible work arrangement, though supervisors may also assign a position to an alternative or flexible schedule to accommodate unit work requirements.
Holiday Leave Record Keeping
Administering part-time or full-time alternative work schedules requires that special attention be devoted holiday-related leave accounting. See Alternative & Flexible Work Schedule Examples for leave accounting issues that may need to be considered.
ACT
Evaluating Flexible Work Arrangement Proposals
If an employee asks you to approve a proposed flexible work arrangement, think about the following points to evaluate your ability to successfully implement the proposal.
- Consider the effect of the proposal on your department’s goals and commitments, including costs, customer service, safety, and security.
- Consider whether the employee’s productivity and overall work record demonstrates the ability to fulfill the terms of the proposed arrangement.
- Determine whether equipment will need to be purchased, its cost, and availability. If you are considering a telework proposal, review the telework policy and guidelines for establishing a telework arrangement.
- If the work will involve use of the employee’s home computer, evaluate your unit's system security needs to make sure that the employee’s home computer is adequately secured and that it will not present an undue threat to your department’s or the University’s information security or computing resources.
- If the employee is covered by a union contract, review applicable contract and discuss any questions with your Human Resources Consultant.
- Respond to the employee’s proposal in a timely manner.
If you decide that you cannot approve the employee's request, explain your decision based on your analysis of the proposal's impact on department operations, and/or the employee’s work record in your department.
Managing Flexible Work Arrangements
Consider the following points in developing a plan to effectively manage the work of individuals working a flexible work arrangement:
- Establish a plan that ensures clear communication and accountability.
- If the arrangement involves flexible hours or an alternative work location, specify the days and times when the employee will be on site for meetings and to communicate directly with other team members.
- Review leave record keeping implications with the employee.
- Before agreeing to long term proposal implementation, establish the arrangement on a pilot basis with a designated review period. During the pilot period, either the employee or supervisor can end the arrangement.
- If an arrangement results in a reduction in the employee’s scheduled work hours, make sure that the employee understands that you cannot guarantee a return to the previous schedule outside of the trial period, should the employee request it.
- Make sure all parties understand the terms of the arrangement, and that once the arrangement is implemented, its continuation depends on the arrangement's working effectively for both the employee and the department.
- Document all pertinent details of the arrangement, including work hours and schedule, performance plan with measurable outcomes, and a review schedule and provide the employee with a copy.
EXPLORE
Questions & Answers
- Should I limit the numbers of people in one work group who can have a flexible work arrangement so that I can be sure I can manage the work?
- Determine the work configuration that will function best for your unit. Some units have found it workable to allow a great deal of flexibility. For other units, only a limited number of positions lend themselves to flexible work arrangements. If you are not sure what will work for your unit, limit flexibility initially with a commitment to review your practices as you and the workgroup gain experience.
- How can I avoid having to change my own work schedule to effectively manage employees with flexible work arrangements?
- You need to be confident that the work will get done whether you are present or not. Establishing an arrangement on a pilot basis can allow you to determine whether the arrangement is likely to work on an on-going basis. You should also determine the results you need in order to evaluate the effectiveness of a particular arrangement.
- How can I ensure that employees do not assume that alternative work schedules are “permanent”?
- Establish a clear, common understanding of the terms of an arrangement by putting them in writing. Share a copy with the employee and place a copy in the employee’s department file. Make sure that the written agreement states that the arrangement is subject to revision based on departmental work requirements.
Flexible Work
Arrangement Topics
