“Flexible work arrangements provide enhanced employee performance while offering an inexpensive and effective way to motivate and retain top talent,” says Rose Cook, president of FlexPro Staffing in Eagleville, Pennsylvania.
What Is Meant by ‘Flexible Work’?
Simply put, flexible work arrangements are alternate arrangements or schedules that differ from the traditional workday and workweek. Flexible arrangements are often symbiotic, as employees seek a different work schedule to meet personal or family needs, while employers seek the same schedules to meet production requirements or serve customer needs.
For example, when some employees come in early and others work late, the result is customer service coverage throughout a long day with no complaints and no hassles related to overtime.
Specifically, says the Canadian Centre for Occupational Health and Safety, study findings conclude that flexible scheduling results in:
- Increased ability to attract, retain, and motivate high-performing and experienced employees.
- Reduced absenteeism.
- Increased job satisfaction, energy, creativity, and ability to handle stress.
And there’s one other particularly welcome benefit—this is pretty much a no-cost program!
What Laws Govern Flexible Scheduling?
The federal Fair Labor Standards Act (FLSA) does not address flexible work schedules. Alternative work arrangements such as flexible work schedules are a matter of agreement between the employer and the employee (or the employee’s representative). Of course, minimum wage and overtime requirements apply to any work arrangements.
What Are Examples of Flexible Work Arrangements?
Common flex arrangements include:
Flex Time
Under flex time, employees work a full day but can vary their working hours. These arrangements are usually established with specific guidelines so that a “core” working day exists. The total hours of work are not usually affected.
For example, the employee may choose to start between 7:30 and 9:30 a.m., and finish between 3:30 and 5:30 p.m. This arrangement provides for core hours when all employees will be at work. Core hours ensure that meetings can be easily scheduled and that employees will have time for collaboration and communication.
Employees are usually expected to maintain their start/finish times so that a routine is established and co-workers can become accustomed to one anothers’ schedules.
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Reduced Hours/Part-Time
Another option is for employees to work fewer hours. These arrangements may be on a temporary or permanent basis depending on individual circumstances. Work hours may be negotiated, or they may be chosen to coincide with peak workload hours depending on the type of business.
However, because employee benefits may be affected, employers should think this option through carefully before implementation.
Compressed Workweek
Compressed workweek occurs when an employee works for longer periods of time per day in exchange for a day off. Compressed workweeks may be requested by the employee, but sometimes, the employer initiates the option to improve operational efficiency, to maximize production (reduced daily start-up costs), or to establish longer business hours, which can enhance customer service.
Common arrangements for a 40-hour workweek are working 10 hours per day, 4 days a week; working an extra hour a day with 1 day off every 2 weeks; or working an extra half hour a day and having 1 day off every 3 or 4 weeks.
Telework/Telecommuting
Telework or telecommuting occurs when people do at least some of their regular work from home instead of going into the office. Details, such as hours of work and communications between the teleworkers, co-workers, and customers, need to be outlined.
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Job Sharing
Job sharing occurs when two or more people share one or more positions or set of duties. Make it clear before starting how these arrangements affect pay, benefits, and holidays. It is very important that job sharers work effectively as a team and communicate well.
Gradual Retirement
Gradual retirement allows employees to reduce their working hours or reduce their workload over a period of time rather than abruptly switching from full-time employment to retirement. This phased period can be used to train the replacement employee, help others adjust to restructuring within the company, or adjust for the redistribution of tasks among the remaining employees.
In tomorrow’s Advisor, we’ll find out more about flexible staffing, and see how it may be an important part of a comprehensive wellness package.
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