You go surfing when there are waves and the tide and wind are right. Everyone has that something else in their lives that takes up a lot of their time and energy. Work-from-home deals or remote positions are becoming increasingly normal in the law, and a new generation of professionals are coming in to drive change.
Such arrangements are encouraged when, in the opinion of the supervisor, the University's work needs can be efficiently and effectively met. Telecommuting is a work arrangement in which employees, for a portion of their scheduled work hours, perform their regular job responsibilities away from their primary business location utilizing telecommunication and information technology as appropriate.
These arrangements can be either temporary or ongoing.
University and departmental demands are a priority throughout any alternative work arrangement - the arrangement must be transparent to customers in terms of service and quality. Alternative work arrangements are flexible and subject to change as business needs change. The term "flexible scheduling" encompasses many variations from the standard work schedule.
The more complicated the arrangements, the more record keeping and supervision of the program is required. In its simplest form, a flexible schedule involves allowing an employee to vary the span of the workday. Flexible scheduling can be as simple as changing the work hours from an 8: The ultimate flexible schedule would designate part of the workday as core time, when the employee must be present unless specifically excused by the supervisor, with the balance of the day considered as flex time and variations during these periods left to the discretion of the employee.
For example, a supervisor could establish a core time of 8: Even if a supervisor has not instituted a formal flexible scheduling program, employee requests for Delineation of flexible work arrangements changes in the workday such as to take a class, or to go to a doctor's appointment without charging sick leave, may be granted by the supervisor, provided such requests are in accordance with the provisions of this guideline.
Nonexempt Staff Employees When considering a request for a change in working hours for a nonexempt staff employee, a supervisor must abide by Federal and State Wage and Hour laws, as well as the documents referenced above.
These provide for monetary payment at the rate of time and one-half for any hours in excess of 40 worked by a nonexempt employee during the employee's workweek. Attendance at some instructional classes may be considered as work under the Federal and State Wage and Hour laws. Although it is permissible, with the supervisor's approval, for a nonexempt staff employee to alter when the 40 hours are worked during the workweek, such employee cannot "bank" overtime hours worked in one workweek for use as time off in a future workweek.
Further, the employee must understand that altered schedules cannot cause overtime to occur. While it is possible for an employee to agree to waive University overtime policies on work schedules to accommodate personal schedule preferences, Federal and State Wage and Hour laws cannot be waived.
Required Approval When an employee desires a change in working hours, the employee should submit the request in writing to the immediate supervisor, with a copy to the employee's Human Resources Representative.
The supervisor shall provide an answer in writing.
Although every effort should be made to accommodate the request, permission to change working hours is a special arrangement and privilege and should not be considered as a right.
It is granted only when the supervisor believes that the requested change will not interfere with the efficient operation of the employee's regular University duties or the needs of the area. Requests submitted based on a need such as family care or car pooling will be given primary consideration.
Otherwise, length of service will be the guiding consideration. An area, which has established a flexible work schedule, may discontinue or alter the flexible schedule if work needs so dictate.
Two calendar weeks notice of this change will be given to employees, unless the change is caused by an emergency. Assistance in administering or questions on this policy should be directed to the appropriate Human Resources Representative or the Employee Relations Division of the Office of Human Resources at The University's establishment of a telecommuting program assists in meeting the needs of a workforce that has diverse work and personal demands.
Telecommuting can provide flexible work schedules to accommodate temporary situations such as a leave due to a contagious illness or a temporary disability such as a cold or a broken legan unexpected school closing, etc.
In addition, telecommuting can provide flexibility on a long-term basis. A telecommuting program also allows the University to address emerging environmental compliance issues, such as the Clean Air Act and to comply with legislation such as the Americans with Disabilities Act. In addition, telecommuting provides alternate methods of addressing budget issues.
Finally, a telecommuting program can strengthen management and employee relations. Factors of Successful Telecommuting The telecommuters, supervisors, and actual jobs involved in a successful telecommuting arrangement have the following characteristics: Characteristics of a Telecommuter A successful telecommuter is a highly disciplined, self-directed, and self-motivated individual, capable of balancing work and personal demands.
In addition, the telecommuter must be able to function in an environment that is less structured and more autonomous than a traditional work environment. This type of arrangement can be successful only if the telecommuter has demonstrated good organization and time management skills.
In many cases, the telecommuter will have to be computer literate. In the past, performance emphasis has not been placed solely on results, but also included externalities such as the employee's presence and presentation.Flexible work arrangements offer alternative approaches to getting work done through nontraditional work hours, locations, and/or job structures.
They offer employees creative approaches for completing work, while promoting balance between work and personal commitments. Feb 17, · Flexible work arrangements help a father to care for his toddler, a government lawyer to make her doctor’s appointments and a New York City worker to sleep in.
They all responded to Op-Talk’s call for stories of work schedules that accommodate employees’ lives. ole delineation is a process which determines that support services, staff profile, arrangements will be made for the completion of care of recently discharged patients.
For example, by the use of the outpatients and allied health departments, and effective and have a flexible approach in. FLEXIBLE WORK ARRANGEMENTS IN HIGHER EDUCATION: A TALE OF TWO GROUPS ABSTRACT Flexible work arrangements (FWA) and family .
Whether the flexible work schedule involves compressing work days, flexible daily hours, or telecommuting, challenges exist for the employer and the employee. Let's take a look at the advantages for employers and employees that negotiating a flexible work schedule provides.
Flexible work arrangements consist of variable labor hours meaning an employee has the flexibility of choosing the hours they work, telework, location where they work, and or a condensed work week.
On December 9, President Obama signed a Telework Act that tasked government agencies with creating a telework plan.