Header: Workplace Flexibility

Notes: No “Guides” for this section, Need to include a Progress Report image for Alternative Work Arrangements,

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Peter – Compressed Workweek content

Telecommuting / Compressed Workweek / Other Solutions / Resources for Managers
What is it? / What is it? / Flexible Scheduling / The Business Case
When is it appropriate? / When is it appropriate? / Phased Return from Leave / Innovative Ideas
Benefits of Telecommuting / Pros and Cons / Phased Retirement / (Peter, we will add more to
Telecommuting Principles / AWA Principles / Job Sharing / This section as the tools and
Sample Agreements / Sample Agreements / applications are developed)
Special Considerations / Special Considerations

WHAT IS IT?

A compressed workweek allows an employee to work a traditional full-time workweek in less than five workdays. For example, a full-time employee could work four 10-hour days instead of five 8-hour days, or nine 9-hour days (adjusted). Managers and employees can divide the schedule work hours into any combination of days. The primary objective of compressed workweeks is to give an employee an extra day off per pay period.

WHEN ARE COMPRESSED WORKWEEKS APPROPRIATE?

Compressed workweeks are appropriate during non-peak period or when there is adequate staff coverage to ensure customer services levels are not impaired as a result of the arrangement. Generally, this AWA option is more appropriate for nonexempt staff. However, exempt employees are also eligible to participate in a compressed schedule. Management willhas implemented AWA programs that are consistent with the University principles governing AWA. The primary concerns are: 1) adequate staff coverage, 2) maintaining level of service and 3) minimizing cost.

This option is more easily applied to non-exempt (bi-weekly paid) staff for whom maximum work hours are identified, but it is not ruled out for monthly paid staff who may work more than 40 hours during the work week. The most common form of compressed workweek is the four day/ten hour option, which allows the employee to work 10 hours (excluding breaks and lunches) per day for four days. The employee would be off an additional day each week. Another popular option is a nine day/two week work arrangement, which allows for two weeks of work to be compressed into nine or nine and a half days of work. This is popular with staff members who want some flexibility in their schedule and do not mind extra time built into the beginning or end of the work day, but do not want the long days compressed work week require.

PROS AND CONS OF COMPRESSED WORKWEEKS

PROS / CONS
Less time commuting in a given workweek / Longer work day is physically and mentally challenging
More time outside of work to take care of personal responsibilities; tend to be more productive during scheduled work days / Difficult to sustain over time. Employee morale could suffer due to the long hours.
Fewer distractions. Staff could be more productive during the hours outside of the traditional workday, when fewer staff members are present. / Supervision issues. Managers could be required to work the same schedule in order to support the employee and provide a degree of supervision. Some compressed workweek arrangements will result in overtime expense, which could create salary equity issues among those not participating in the program.
Improve work area coverage and extend the hours of service to internal and external customers. / Staff members may find it difficult to arrange dependent care or transportation around the longer workday.

AWA PRINCIPLES

SAMPLE AGREEMENTS (Provided)

SPECIAL CONSIDERATIONS

AWA provisions depend, in part, on the exemption status of the employee's job under federal regulations for overtime.

Exempt versus Non-Exempt Status

The 9/80 compressed workweek can be difficult to arrange for non-exempt staff members. According to the FLSA, all non-exempt staff members who work in excess of 40 hours in a standard workweek or 80 hours in a pay period are eligible for overtime. By definition, the 9/80 workweek will results in overtime pay for nonexempt employees because nonexempt employeeswill work in excess of 40 hours in one of the two weeks. The University principles governing alternative work arrangements specify that arrangements should not result in additional labor expense to the University.

Many alternative work arrangements take different forms and have different considerations based on the exempt status of the job under federal regulations (Fair Standards Labor Act) governing overtime. These regulations require that EmoryUniversity pay overtime for any time worked by a non-exempt employee over 40 hours in a single workweek.

Managers of non-exempt or hourly paid employees must consider overtime implications for various flexible scheduling options, especially for compressed work weeks. In addition, non-exempt employees who telecommute must record hours worked on either a paper timesheet or through the time and attendance system. If the time and attendance system is used, the employee must be given remote access to record hours worked.

Scheduling Considerations

Holiday Scheduling - Holidays are treated as holidays for all employees. If a holiday falls on a normally scheduled work day off for an employee on an alternative work schedule, the employee shall receive, at a later date, holiday hours for which he/she is eligible.

Inclement Weather - If the University declares a day of inclement weather on a work day an employee is not scheduled to work or during work hours an employee is not scheduled to work, they are not covered by the inclement weather policy.

Mandatory Department Meetings/ Training - All departmental meetings are the responsibility of an employee. Employees can be expected to attend such events even if the meeting or training is scheduled on an "off" day.

Full-time/Part-time status - An employee must work at least 36 hours per week to be in a full-time status (with full benefits). An employee who works in a part-time status must work at least 20 hours a week to be eligible for benefits.

Work Schedules - Employee schedules may be adjusted according to other schedules. Seasonal, monthly and weekly needs may require adjustments by management, with adequate notice.

Breaks - Paid rest breaks of less than 20 minutes for non-exempt employees may be taken at the midpoint of each four-hour period by employees on flexible schedules. Rest breaks cannot be accumulated nor used to shorten the beginning or end of the work schedule, to lengthen meal breaks or to make up time lost in a flexible schedule.

Meal Breaks - Meal breaks for non-exempt employees are unpaid work breaks of at least 30 minutes at the midpoint of the workday. A meal break is not mandatory but is strongly encouraged for staff members working 6-8 hours per day and especially for employees working compressed workweeks.

OSHA - It is the responsibility of the employee to maintain a clean and safe working environment while working at home. The employer willisnot be responsible for inspecting or maintaining the work site while the employee is at home working. All incidents of injury occurring during telecommuting time must be reported in writing to the manager within 24 hours.

Reporting Time - Non-exempt employees must report their hours worked using Emory's time and attendance system.

Equipment Needs - It will beisthe responsibility of the employee to arrange for any equipment needs. In the event a department provides the equipment, the teleworker must adhere to agreements for the use of equipment, software, data, and supplies provided.