Guiding Principles of Flexible Work Arrangements
- Flexible work is a mutually beneficial business strategy.
- Flexible work is a resource to improve productivity and morale.
- The university needs remain the priority. The arrangement must align with the office or department’s goals, including productivity, cost effectiveness, and service to internal and external customers.
- The job tasks must be adaptable to the flexible arrangement.
- The individual's prior performance must support the requirements of the flexible arrangement.
- Performance is evaluated on results, not when or where you work.
- Flexible arrangements must themselves remain flexible.
- Flexible work requests are to be evaluated on a reason-neutral basis.
- Flexible arrangements are to be transparent, equitable, and communicated to all.
- Flexible arrangements are to be documented, regularly evaluated, and are subject to termination.
- Flexibility is a partnership with all parties affected.
One of the Seven Pillars of Worklife Effectiveness, Workplace Flexibility is a crucial driver of employee well-being and performance and is responsive to the changing professional and personal demographics of the multi-generational workforce.
Workplace Flexibility is achieved through Flexible Work Arrangements (FWA).
When properly managed, FWAs reduce turnover, lower absenteesim and increase job satisfaction. They promote diversity and inclusion, cross-training, and have a positive impact on workplace culture, morale and employee recruitment, engagement and retention. FWA options support three campus initiatives: Principles of Community, Sustainability and Wellness.
This information is designed to acquaint users with different ways of working and to assist both employees and managers/supervisors with the decisions needed to implement flexibility that is mutually beneficial.
Flexible Work Arrangement Options:
- Compressed Workweek: an arrangement which condenses one or more standard workweeks into fewer, longer days.
- Flextime: an arrangement that allows an employee to alter the starting and/or end time of her/his workday. Employees still work the same number of scheduled hours as they would under a traditional schedule.
- Telework: an arrangement in which an employee regularly performs work at a remote worksite (such as home, library or business center) for a specified portion of the workweek.
Proposals for FWAs should focus on results, predictability, reciprocity and how the work will be accomplished without negative impact on co-workers and customers. Keep in mind that many jobs require employees to be on-site full-time or at regularly scheduled times. Managers/Supervisors are not obligated to grant requests and some units may not be suited to FWAs.
Forms and Guidelines
Interesting and Helpful Reads:
- New York Times Magazine article, February 25, 2016: Rethinking the Work-Life Equation
- National Workplace Flexibility Study, February 2015
- World at Work Newsline, July 14, 2016: Flexibility a Must for Employers Wanting to Attract, Retain Valued Workers
- WorkFLEX Employee Toolkit by "When Work Works"
- Managing Flexible Schedules: What Successful Organizations Do White paper, Sloan School of Management, MIT
- Making Your Case for Telecommuting: How to Convince the Boss QuintessentialCareers.com
- The Business Case: How Work Flexibility Improves Productivity
- The Business Case: How Work Flexibility Improves Mental and Physical Health
- Flexible Schedules Matter Across Demographics Solutions at Work, Bright Horizons.
- Learn about and join the 1 Million for Work Flexibility movement to stay up to date on issues of workplace flexibility.