Flexible Work Arrangements > >
General Questions | Specific to the Employee | Specific to the Supervisor or HR Rep
What is a Flexible Work Arrangement?
A flexible work arrangement is when the work schedule established by the employer is changed at the request of the employee.
A flexible work arrangement is requested by an employee who wants to successfully meet work obligations while fulfilling (for example) a personal/familial need, seeking professional growth opportunities, participating in a community event or addressing a private concern.
At the University of Iowa, a change in work hours is voluntarily requested by the staff member and granted at the discretion of the department. There are five types of structured flexible work arrangements: flextime, compressed work week, telecommuting, job sharing and reduced hours/part-time.
What factors are considered when a staff member asks for a flexible work arrangement?
A screening tool has been developed that lists several questions the staff member and supervisor can address together to determine feasibility. Examples of screening tools are located under Fair and Reasonable Decision-Making Proess.
Some screening questions follow.
- Do the characteristics of the arrangement fit the employee and the employee’s position?
- What has been the employee’s past performance?
- How will the other staff members and customers be affected?
- Are there specific projects that may be affected?
- Can lines of communication continue?
- Will there be additional cost to the department and are those cost acceptable?
- If there are difficulties with the arrangement, can the difficulties be resolved?
- Does any item covered under the collective bargaining agreement need to be addressed and if so, what?
- Could the arrangement affect the staff member’s salary, leave time or benefits?
Missing from the above list is the reason the employee is requesting the arrangement.
It is important to be sensitive to and supportive of the employee. A facet of being supportive of the employee is to assess the likelihood that the flexible work arrangement will be successful. If approved (using objective criteria) knowing that the arrangement is not feasible, the employee will not benefit and possibly feel more stressed.
While the supervisor will want to be supportive, it is recommended that the reason for the flexible work arrangement, not be considered a key factor when assessing feasibility.
Please remember that if denied, there may be other University services or leaves that can assist the staff member. Discuss other resources with the staff member and feel free to refer the staff member to his/her HR representative.
Can communication be affected by a flexible work arrangement?
Effective communication, as in any successful working relationship, is the foundation for a good relationship. By addressing the need for effective communication during the screening process, potential problems can be minimized. Strategies to enhance communication include:
- inform relevant staff about the flexible work arrangement schedule and location,
- schedule team meetings at common times;
- be sure that the staff member and supervisor review the arrangement periodically,
- use electronic communication tools when possible,
- share information about work assignments, and
- include all staff at department social gatherings.
Can productivity be affected with flexible work arrangements?
Much of the literature on flexible work arrangements say that morale and productivity improve, recruitment and retention rates improve, and absenteeism decreases.
If a flexible work arrangement no longer fits the needs of the employee, the department, or the University can it be amended or ended?
Yes, the arrangement can be amended or ended.
When approving a request for a flexible work arrangement, it is important that all parties know that granting a flexible work arrangement is at the discretion of the department. If needs change or the arrangement is not working, it can be amended or ended.
Dates for periodic reviews are to be incorporated into an approval letter. An approval letter is found under Fair and Reasonable Decision-Making Proess.
What if a flexible work arrangement is not feasible?
Not all requests for a flexible work arrangement can be granted. The person, the position and/or the department may not fit a flexible work arrangement.
If after using objective criteria the request is determined not feasible, the denial is to be placed in writing and the reason given. A denial letter is given to the staff member. A denial form is found under Fair and Reasonable Decision-Making Proess.
Please remember that if denied, there may be other University services or leaves that can assist the staff member. Discuss other resources with the staff member and provide referrals.
As an employee, I would like to have a flexible work arrangement. It has never been tried in my department. What should I do to request an arrangement?
The first step is to honestly assess if you, your job and your department are a good fit for a flexible work arrangement. A screening tool can help you to do this. If your department has a screening tool, complete it. If your department does not have such a tool, complete the screening tool found under Fair and Reasonable Decision-Making Proess.
Please remember that the decision to grant a flexible work arrangement is at the discretion of the University.
Specific to the Supervisor or HR Rep
What if several of my staff members request a flexible work arrangement and it is not feasible for all staff to have a flexible work arrangement?
Not every individual, position or department will fit a flexible work arrangement. When granting a flexible work arrangement, it is important to be fair and impartial, and base the decision on organizational need. Principles to resolve the issue could be: needs of the department, an employee’s job performance, an employee’s position, the length of service and date of the request.
How will a flexible work arrangement affect a supervisor’s work load?
During the screening and approval stage, there will be some additional work in that you will determine if the arrangement is possible.
To facilitate the decision-making process, the flexible work arrangement web site contains templates and a process. Once the arrangement has been established, monitor the arrangement just as you would supervise all other employees. Evaluate the quality and timeliness of the tasks and work.
Is it required to document a flexible work arrangement?
It is to everyone’s benefit that any change in an employee’s usual work schedule be placed in writing and put in the employee’s file. Writing clarifies the change, describes the change and verifies that the change was mutually agreed upon.
The University auditors have stated that documentation is required. A department or unit can design their own documentation process.
A quick and easy process has been developed by central human resource to document staff members who are participating in a flexible work arrangement. Go to the Self Service/FUS Web Applications site. After you sign in, select HR Data Access Applications and then Flexible Work Arrangements.
Can a flexible work arrangement schedule such as a compressed work week affect holiday leave?
Follow the normal University regulations and guidelines relative to holiday leave and pay. Review the appropriate policy or bargaining agreement. Anticipate how vacation and sick leave use may be affected, including when a staff member may wish to make up time or use accrued leave.
In a telecommuting situation, does the University or the staff member provide the equipment, supports and internet access?
The department decides what it can and cannot provide. When making this decision, it is important to think about the larger picture: What is the basis for the decision to provide equipment? Can the department provide equipment to others who may telecommute? What are the start-up and on-going costs? How will the equipment be maintained and protected?
Whatever the decision may be, it is crucial to be fair and consistent.
Do the current AFSCME and SEIU contracts permit flexible work arrangements?
The AFSCME contract covers flexible work arrangements in Article VIII, D
The SEIU contract does permit scheduling changes with prior management approval.
How does the Fair Labor Standards Act (FSLA) apply to flexible work arrangements?
The primary concern under the FLSA is that hourly employees (non-exempt employees) are subject to overtime regulations.
Supervisors are to emphasize to hourly staff (non-exempt employees) members that prior approval is required before working in excess of 40 hours per week. If a staff member exceeds the 40 hours work week without approval, the overtime is paid and the staff member can be disciplined.
While exempt employees may not be addressed under the FLSA, it is important that these staff members are asked periodically as to their hours. It is not unusually for exempt staff members having a flexible work arrangement to work additional hours.
What is the relationship between the Americans with Disability Act (ADA) and Flexible Work Arrangements?
The Americans with Disabilities Act (ADA) prohibits discrimination against a qualified person with a disability in employment practices such as job application procedures, interviewing, hiring, promotion, discharge, compensation, training, benefits, and other conditions of employment.
The ADA requires that employers provide reasonable accommodations to qualified individuals with disabilities. In some instances, a flexible work arrangement can be a reasonable accommodation.
If a flexible work arrangement is being considered as a work place accommodation, it is recommended to contact Jan Gorman, Faculty and Staff Disability Services, 335-0052 for ADA procedure assistance.