cookie是什么意思弹性工作时间政策完整版

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Sample Flextime Policy

The State of Colorado's explanation of flextime. This also includes four

sample flextime request forms.

This policy was prepared by the division of human resources in the Colorado

Department of Personnel & Administration, November of 2001. It includes an

explanation of the

benefits of flextime

, the

drawbacks

, a discussion of

how a

flextime schedule is created

, and

sample flextime request forms

.

The State of Colorado’s Work

-Life alternative work arrangement programs

strive to offer flexibility to employees and managers. For many employees,

primary values have switched from compensation to flexibility in support of

work-life balance. These [

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]programs allow

managers to carry out essential business, while accommodating an ever-changing

diverse work force.

Individual state agencies have the right to decide how and whether to

implement alternative work scheduling programs. For more information see the

attached documents or visit our Web site at (fill in address for your company):

What is flextime?

Flextime is a way to redesign or restructure traditional

work schedules so the employee works daily hours different from regular office

hours or works a full schedule in fewer days. Employers can use this option to

accommodate the changing workforce and business needs. Employees can use

innovative scheduling to fulfill a variety of personal needs, including family

responsibilities, routine health appointments, educational activities, and

volunteer and wellness activities. This type of scheduling is flexible enough

to be used on an ongoing or as-needed basis.

For example, the employee may take two hours to attend parent- teacher

conferences and then make up the time during the same workweek. Flextime

allows an employee to manage personal and work activities without lost work

time. Reduced work time (e.g., job sharing) and flexible work sites are also

forms of alternative work arrangements and can be used in conjunction with

flextime, but the focus here is on restructured work schedules.

Flextime comes with several options

The most common form of flextime is a fixed schedule where the employee works

the same set hours each day but it varies from the regular core business hours

of the office, e.g., 7:30 a.m. to 4:30 p.m. in an office that is normally open

from 8:00 a.m. to 5:00 p.m. Other flextime options include the following.

Daily Flex-schedule

-- a flexible schedule where the employee is free to set

his/her own work hours within limits established by management. There are

three components.

Core Period

-- the hours in a workday when all staff are needed, e.g., 9 a.m.

to 11 a.m. and 1 p.m. to 3 p.m., when meetings are likely to be scheduled,

customer contact is heaviest, etc.

Bandwidth

-- the hours during which managers allow flexible scheduling

(includes the core period). It defines the earliest time employees may arrive

and the latest time they may leave, e.g., 6 a.m. to 7 p.m.

Flexible Hours

-- the hours an employee chooses to work. Under one approach,

work schedules can vary daily within the band without prior approval as long

as the full workweek is completed. A variation is staggered work hours where

employees begin and end at individually based, fixed times that do not change

daily but may periodically change on specific dates. The arrangement can be

used on a permanent or temporary basis, e.g., to make up missed time.

Compressed workweek

-- a flexible schedule where a full workweek is completed

in fewer than five days by increasing the number of hours worked per day. The

more common examples are the four-day (10 hours per day) or three-day (12

hours per day) workweeks.

5 x 4 workweek

-- a flexible schedule where four days are worked in one week

and five in the next for a total of 80 hours. There are variations on this

type of schedule. The key is working 80 hours over a two-week period. This

arrangement may require the redefinition of a workweek for employees who are

eligible for overtime (two 40-hour weeks).

Is flextime allowed by the state personnel system?

Several Executive Orders

endorse flextime as an appropriate and beneficial employment practice and urge

managers to use the concept as business needs permit. An Executive Order also

establishes the state's employer policy on work-related family issues. This

policy promotes flexibility and innovation in job design and work hours.

Managers are expected to make every reasonable effort to deal with work-life

issues equitably, flexibly, and compassionately without adversely affecting

the mission of the agency. By increasing awareness and use, the state can

maximize the benefits from these creative, flexible arrangements.

Who is eligible?

Any employee is eligible; however, not every job lends itself

to flextime. It will depend on the nature of the job and the business needs of

the work unit. Flextime is voluntary. Only the employee with an identified,

documented performance problem should not be offered this option. Also, the

manager may exclude an employee whose presence is critical during standard

work hours, e.g., assembly line operations or small offices where no alternate

coverage is available.

Because of the requirement to pay overtime to employees in overtime-eligible

jobs, flextime schedules for these employees should be developed carefully.

Flextime is not a right but a business arrangement. No employee is entitled to

flextime and approval of the arrangement is the sole discretion of the

employer.

What are the benefits of flextime

Improved service and image. The work unit may be able to keep the office

open to the public for more hours, giving greater access to services and

an improved image of the agency.

Reduced congestion in traffic and parking lots. Employees reduce the

number of commuting trips and often when they do commute, it is during

non-peak hours.

Competitive edge. It can increase the pool of qualified job applicants

who otherwise might not be available or willing to consider state jobs.

It also helps retain valuable employees because they can adjust their

hours to meet personal needs instead of having to use leave or resign.

Studies show that one of the top demands from today’s workforce is

flexibility to deal with personal and career needs. This research also

shows that increasing numbers of employees have turned down

offers (more money) in favor of a less rigid working environment.

Less use of paid leave. Employees have more time to schedule personal

matters during convenient non-work times instead of having to take leave.

For example, appointments can be scheduled during non-work hours or time

can more easily be made up. The employer does not lose productivity due

to “down time.”

Virtually eliminates tardiness. If an employee is late, time can be made

up sometime during the workweek. Employees can set their own start times

to fit their

employees' peak times.

Better use of equipment. Congestion at office machines can be relieved,

thus avoiding additional purchases.

Better organization of work. Workflow and scheduling must be carefully

planned to fit the workforce to the workload. Periods of peak activity

and idle time are better managed so that more work can be done in the

same number of hours.

Better management practices. Productivity is more validly judged by

measuring results or contributions vs. watching time clocks. Time is

scheduled more effectively. For example, meetings, visits and phone

calls can be scheduled during core hours. More

created to tackle work requiring concentration. The result is better

time management practices.

Improved productivity. Employees feel more control over part of their

work environment so they are more satisfied with their work. With

improved satisfaction and morale comes more productivity. Flextime can

result in greater efficiency and quality of service, e.g., more

continuous time to work with a 4x10 schedule. Studies report that

employees who are satisfied with their work environment and supervisory

relationship deliver better customer service, resulting in improved

customer satisfaction.

Better managers. In an atmosphere of mutual trust and cooperation,

managers can become more effective through improved relations, greater

employee participation in the management of the unit, increased

productivity and quality of service, etc. A manager has an opportunity

to practice skills and enhance his/her personal reputation as a good

manager.

No cost option. The work place can be improved at no cost. In some cases,

overtime costs can be reduced or eliminated through improved work

planning and scheduling while increasing hours of coverage or service.

What are the drawbacks of flextime

It takes planning and adjustment to set up flextime initially. Thought must

be given to supervisory arrangements, adequate staffing, communication, and

coordination and completion of work assignments and performance management.

The nature of business and characteristics of a job or employee may not be

appropriate for flextime.

Without clear and adequate communication, there is a possibility that

flextime may come to be viewed as an entitlement.

How is a flextime schedule created

Flextime requires planning. The more carefully planned, the more likely all

involved will see the benefits and the better the chances for success.

Employee involvement in the planning, implementation, and evaluation is

strongly encouraged as it can lead to better business decisions for the work

unit.

1.

Develop a plan.

Consider all aspects and potential impacts on the work

unit. Create a plan that outlines the specific arrangement for the work

unit. What is gained by using flextime

2.

Define the objectives and the benefits or impact to the work unit,

manager, employee, co-workers, and customers.

3.

Examine the work culture, nature of business, and operational needs for the

work unit to determine if flextime is feasible, e.g., level of trust, level of

management support, nature of services and jobs, amount of “face time”

required as opposed to results, other flexible practices already in place. How

will processes be used to document hours worked and results achieved What