The Department recognizes the importance of flexible work arrangements and family-friendly work practices in maintaining a diverse, adaptable and high-performing workforce. The decision on the implementation of a flexible work arrangement should be made between the client/manager and the employee, taking into account the chosen arrangement. Employees must continue to comply with all applicable CUNY policies and codes of conduct. Existing policies and practices regarding the recording of all hours worked and meal times, as well as obtaining regulatory approval prior to work of unplanned overtime or leave, remain in effect. Possibilities. Companies that offer their employees the ability to remotely report their benefits in the form of higher productivity, lower costs, more options for finding and retaining skilled employees, and better employee health. Shiftwork has traditionally been used in manufacturing environments to maximize productivity from fixed resources and costs. More recently, shiftwork has become a feature of the 24/7 service economy and a by-product of globalization. For example, supermarkets and IT support services are now generally open 24 hours a day, seven days a week.
Nowadays, a computer user who requests technical assistance during normal business hours in the United States is likely to talk to a technician who works in the « graveyard » in India. Despite its intensive use in some environments, shiftwork presents practical challenges for some employers. Job sharing is the practice of two different employees performing the duties of a full-time position. Each of the job-sharing partners works on a part-time plan, but together they are responsible for the duties of a full-time position. As a general rule, they allocate responsibilities in a way that meets both their needs and those of the employer. The practice allows for part-time plans in positions that the employer would not otherwise offer on a part-time basis. This requires a high level of compatibility, communication and collaboration between job-sharing partners and with their supervisor. Employees who work remotely must be available during their working hours, hours can be changed in consultation with the supervisor and respond to customers, colleagues and supervisors while working remotely. Remote employees must actively take care of work tasks during the agreed workday and be reachable via email, Microsoft Teams, or the emergency phone number provided by the employee, which can be used during scheduled work hours. Tips for making workspaces sustainable, including the opportunity to save money at home.
An employee can request a flexible work arrangement to help them balance work and family obligations. Applications are reviewed by the client/manager on a case-by-case basis, taking into account departmental guidelines, legal requirements, and the needs of the employee and workplace. A company-wide Unilever policy allows more than 100,000 employees – all but factory workers – to work anytime, anywhere, as long as they meet the company`s needs. Leaders identified the following benefits in creating the policy`s business case: In addition, managing the shift from a traditional work environment to one with more flexible working arrangements can create or highlight various management issues, such as: telecommuting is best suited for jobs that require self-employment, little face-to-face interaction, concentration, a measurable work product and results-based monitoring (instead of time-based monitoring). Yet, telecommuting is not unknown in jobs – even HR jobs – that do not fit this form. See Equal Opportunities in Employment Laws prescribes non-discrimination in wages, hours of work and other conditions of employment. Accordingly, employers should take steps to ensure that all such arrangements are offered and implemented without discrimination on a prohibited basis. However, despite an organization`s best intentions and non-discriminatory business motivations, some groups of employees may enjoy the benefits of flexible work arrangements more than others simply because their situation makes these options more attractive to them. As with all other employment practices, clear guidelines, consistent decision-making and careful documentation are needed to fend off potential allegations of discrimination.
Alternative work schedules, hybrid and remote working arrangements, compressed work schedules, work sharing, and flexibility in casual use However, offering flexible work arrangements can represent a paradigm shift for organizations, especially smaller ones that may not have the critical mass of technology, budget, management, and competitive flexibility to take full advantage of the conditions. flexible working. Site flexibility refers to agreements that allow employees to work from the head office. There are several types of site flexibility. Telecommuting is the most common. Other practices include hospitality and so-called snowbird programs. See: Resource Spotlight: Working Remotely. Hospitality is a practice associated with teleworking. This means that teleworkers will reserve an office or workplace for their office days, rather than assigning them a permanent place to work. Hospitality can reduce the company`s need for office space and reduce costs. See Open Office Fine Tuning.
HR staff will pilot the online form before making it available to all. More information on the pilot project will follow shortly. Anyone who has a flexible schedule must enter into a flexible work arrangement before the start of a new working schedule. Juggling childcare and teleworking? Here are some policy tips, guidelines and other resources to help you create and evaluate flexible work requests, see below. See Are employees who paid a compressed work week and a double week entitled to overtime in the week they work more than 40 hours? Existing legislation should play an important role in the decision on the implementation of flexible working arrangements. Here are some legal issues to consider when it comes to alternative working arrangements. For you, flexibility can allow you to better balance your work and personal life, which can save you travel time and have a positive impact on your health. Many American workers today consider work-life balance and flexibility to be the most important factors when reviewing job postings. In fact, 80% of employees said they would be more loyal to their employers if they had flexible work options, according to a 2019 survey by FlexJobs. Flexible working at Cornell is guided by a set of core principles.
Whether it`s flexible work schedules for employees with children at home during the COVID-19 pandemic or offering flexible work arrangements on an ongoing basis, supporting working parents is a necessity for employee engagement and satisfaction. In addition to the more traditional work flexibility options discussed later in this article, employers can consider creative options, such as. B staggered shifts of employees, days or weeks of attendance at the office with telework and a gradual return to work, starting with a reduced schedule and returning full-time. Managers should meet with their employees to discuss all aspects of the agreement, including but not limited to expectations regarding performance, termination of the agreement, meeting expectations and attendance. Once the form is signed, be sure to convert it to your professional HR department so that the agreement is included in your personal file. If further assistance is required, please contact your EHE HRBP. Using a common framework, department heads and managers will make decisions about responsibility at work based on the mission and needs of our college and the field in which you work, as well as the roles of each individual. We will look at opportunities where employees can work differently – through remote, hybrid or other work arrangements. Thanks to the lessons learned from the pandemic, we are better equipped than ever to support flexible working arrangements and staff in need of accommodation. (See accommodation information below.) Managers seeking additional support should contact their human resources advisor. Flexible work arrangement framework (daily shifts): The COVID-19 pandemic in 2020 has highlighted flexible work arrangements, particularly teleworking.
With many states issuing stay-at-home orders and allowing only large companies to keep their physical locations open, unprepared employers have been forced to implement flexible work options in the blink of an eye. See Coronavirus makes working from home the new normal and the full survey results: Telecommuting in times of COVID-19. CUNY may allow an employee to work from home during all or part of their normal work week. This type of alternative work arrangement may not be suitable for all positions or employees. The manager will determine whether the person`s primary function can be effectively performed remotely. Access to the necessary equipment and systems is also a factor in deciding whether or not to grant a remote agreement, and managers should consult with the relevant campus vice-presidents or head office staff, their respective vice-chancellors, about the availability of critical tools. See 2. Guidelines for remote work below. To this end, approval of short-term remote work orders (maximum six months per event, no later than 31.08.2022) may be granted under the following conditions: Even in the absence of a pandemic, flexible working arrangements can improve recruitment and retention efforts, increase organizational diversity efforts, promote ethical behavior, and support the organization`s efforts to be socially responsible. . . .