Departments may institute a schedule of flexible working hours for office/service and managerial/professional employees, provided it does not increase staffing costs or decrease departmental efficiency. Flextime allows employees to maintain a work schedule other than normal university hours. Regardless of flextime scheduling, all offices should be sufficiently staffed to maintain regular operations during normal university hours.
Flextime schedules must be approved by the immediate supervisor and by an administrator one level above the supervisor. Departments are encouraged to work with employees to accommodate needs for flextime when it is possible to do so without decreasing work efficiency.
Hourly Employees
When used appropriately, flexible scheduling for hourly paid employees can incorporate varying times for arriving at and leaving work and/or for lunch breaks long enough to give time for wellness activities. Because the university is committed to wellness for its employees, departments are encouraged to use flexible scheduling to facilitate employees' ability to engage in wellness activities when it is possible to do so without decreasing work efficiency.
Full Time hourly paid employees, whether on flextime or other scheduling, are required to take an unpaid lunch break of at least 30 minutes.
Monthly Employees
When monthly paid employees are frequently expected to work more than 40 hours in a work week, departments are encouraged to offer them flexibility in arranging work schedules.
Tips to implementing an alternative work arrangement/flexible scheduling:
Considering new ways of managing employees and structuring work can be intimidating. It can also be uncomfortable for an employee to request a discussion with their supervisor on the topic. The resources available here are intended to help supervisors be well informed about the intricacies and how to manage accordingly.
Consult
Seek assistance from Human Resources when you are unsure of policies, process, and best practices.
Focus on results
If you already successfully manage employee performance through a results-oriented approach, you may find the transition to managing flexible work arrangements to be less dramatic than anticipated. If you are part of a work culture that emphasizes “being present – face to face” you may be more challenged by this shift in management style.
Make a decision
Ensure the work of your unit is being accomplished in a timely manner that align with business objectives. Determine whether the work that is being done can be accomplished in just an as effective (or more effective) manner by utilization of a flexible schedule arrangement. Take performance evaluations into consideration, as well as reliability and work styles.
Plan and communicate
Consider the potential improvement of business/department needs when assessing flexible schedule proposals from employees. Develop systems and structures that allow employees to respond to ever-changing work demands, such as having a back-up plan for coverage and communication. Communicate consistently about standards for accountability, quality, and timeliness.
Include employees
Make sure to include employees in the development and improvement of the department’s flexibility offerings. When arrangements are made, clearly communicate them with all employees, so that they fully understand their role and how their work lives will be impacted, as well as the flexible work options available.
Assess success
Consider redefining staffing success by job design and outcomes; hours, visibility (face-time), process, and location are not measures of success. Business outcomes, employee productivity and engagement are what make a difference in the work environment.
Create a supportive environment
Find creative ways to promote an environment in which all employees feel supported during alternative work arrangements.