Types | Feasibility | Decision-Making Process | Maintaining Success | FAQs
The University supports the concept of Flexible Work Arrangements to achieve a highly productive work environment that is responsive to the changing needs of the University and to UI staff members.
For departments seeking guidance in designing a thoughtful and tailor-made decision-making process, or if you are a staff member wanting to know more about flexible work arrangements, email Jane Holland at familyservices@uiowa.edu or call 335-1371.
Types of Flexible Work Arrangements (see the University's Operations Manual)
Flextime
- individualized start and end times that remain constant each work day;
- individualized start and end times that vary daily, however, the same number of hours are worked every day;
- individualized start and end times with varied daily hours but consistency in the total number of hours worked every week;
- mandatory core-time with individualized start and end times with varied daily hours but consistency in the total number of hours worked every week; or
- extended lunch times offset by additional hours at the beginning and/or end of the day.
Flextime does not reduce the number of hours or total effort worked in a given week by an employee.
Compressed Work Week
- a full work week that is condensed into fewer than five days; or
- two full-time work weeks compressed into nine or nine and one-half days.
Telecommuting
Telecommuting is fulfilling a portion of work/job responsibilities at an alternative work site on a regular basis, as agreed upon between the individual and The University of Iowa for a specified period of time at a minimum of 8 hours per week.
Job Sharing
Job sharing refers to the practice in which two staff members share the responsibility of one full-time position. Job responsibilities/tasks and hours may be split evenly or unevenly between the two individuals. Reducing hours worked may affect salary, benefit levels, and accrual rates of vacation, sick, and holiday leave.
Reduced Hours/Part Time
Reduced hours/part-time refers to the practice of decreasing the number of regular hours worked to less than a full-time position. Reducing hours worked may affect salary, benefit levels, and accrual rates of vacation, sick, and holiday leave.
The decision to grant a flexible work arrangement is specific to the individual staff member, the position, and the department. Not every individual, position or department will fit a flexible work arrangement. We want to approve those that are appropriate and will lead to a successful experience. When granting a flexible work arrangement, it is important to be fair and impartial.
- To be fair, any employee may request a flexible work arrangement.
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To be impartial, objective criteria are used when considering a request for a flexible work arrangement. Criteria include:
- responsibilities of the position
- nature of the work (assignments)
- needs of the department
- work performance of the employee
- proposed work schedule and work site
- cost of the arrangement
Fair and Reasonable Decision-Making Process
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Using Principles -- Principles are non-biased, guidelines to insure that request are reviewed equitable and insure that the mission of the unit is achieved. Examples of principles are: during peak times of customer service, necessary staff are available on-site, flexible work arrangements are cost neutral, or staff working alone on-site are physically safe.
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Screening for feasibility -- Tools have been created to help staff, supervisors and mangers determine if a request will be successful and feasible.
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Screening tool for flextime, compressed work week, job sharing and reduce hours/part-time
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Screening tools for telecommuting
- Employee and Position Characteristics Compatible with Telecommuting
- Screening tool for telecommuting
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Placing the approval in writing -- Once it has been decided that the request for a flexible work arrangement is possible, placing the approval in writing will clarify the work schedule and expectations. Approval tools have been developed.
- Approval tool for flextime, compressed work week, job sharing and reduce hours/part-time
- Approval tool for telecommuting
If it is not feasible to approve the request and it is going to be denied, the denial must be placed in wiring.
- Denial tool for flextime, compressed work week, job sharing, reduce hours/part-time and telecommuting
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Keeping track of flexible work arrangements -- Keeping track of who has a flexible work arrangement is required. A site on the “Employee Self Service” site has been created. Look under Administration, Human Resources. Departments are free to develop their own mechanisms to track flexible work arrangements.
All work relationships require continue effort to be strong, effective and durable. The keys to maintaining flexible work arrangements are establishing at the beginning, shared expectations, that focus on the task at hand and keep communication channels open. Some tips are:
- The Supervisor and Staff Member Have a Shared Understanding of the Arrangement
- Work Schedule
- Tasks
- Expectations
- Regular and Effective Communication Is Maintained
- All Relevant Staff Know About the Arrangement
- Strategies Such as Team Meetings, Project Updates and E-Mail Messages Are Used
- Trust and Commitment Within the Unit Continues
- Work Tasks Are Effectively Completed by the Staff Member
- Team Activities and Projects Continue To Be Achieved
- Customer Service Is Maintained
- Concerns Are Promptly and Collaboratively Addressed
- Supervisor-Staff Member (periodically) Review the Arrangement
- Expectations Are Clearly Defined by the Supervisor
- Supervisor Shows Commitment for the Arrangement Through Actions and Words
Frequently Asked Questions or Other Concerns