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 described above.
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.
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.
When it is possible to do so without decreasing work efficiency, departments are encouraged to consider employee requests for flexible scheduling, for example, four 10-hour days.
Fulltime hourly paid employees, whether on flextime or other scheduling, are required to take an unpaid lunch break of at least 30 minutes.
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.
Abuse of flextime scheduling may result in loss of the privilege.
Tips to implementing an alternative work arrangement/flexible scheduling for supervisors:
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.
Supervisors are encouraged to seek assistance from Human Resources when they are unsure of policies, process, and best practices.
Focus on results
Supervisors who successfully manage employee performance through a results-oriented approach often find the transition to managing flexible work arrangements to be less dramatic than anticipated. Supervisors who are a part of a work culture that emphasizes “being present – face to face” may be more challenged by this shift in management style.
Make a decision
Supervisors need to make sure that the work of their unit is being accomplished in a timely manner that align with business objectives. Supervisors need to 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. They should 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.
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.
Supervisors should 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
Managers should find creative ways to promote an environment in which all employees feel supported during alternative work arrangements.