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•
Examples •
Benefits and Challenges •
Success Factors •
Compensation and Benefits
Implications
• Internal
Best Practices • FlexTime
Agreement • Troubleshooting
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FlexTime
Internal Best Practices
(SAMPLE
– to be replaced by Our Company)
Here
are two examples of how flextime has been used successfully at
Our Company:
Gloria Hernandez,
Benefits
Specialist, Human Resources
Gloria joined Our Company seven years ago and last
year approached her manager, Gail Quintel, with a request to
flex her hours. She wanted to come in at 10 a.m. each day rather
than 8 a.m. Gloria talked to Gail briefly before filling out her
FWA Proposal Form and learned that Gail’s supervisor had
recently asked her to review and revise the strategic plan for
the department. The
team had avoided strategic planning because of lack of time and
so many other pressing priorities.
In her proposal form, Gloria suggested she might be able
to use the hours later in the day to tackle the review and
revision of the strategic plan. She also pointed out that she
could provide HR services for Our Company’s second shift, a
population that previously had to come in to work early to meet
with someone in benefits.
Gloria had been a solid and
consistent contributor over the years and Gail thought her
request made sense. Now, a year into the arrangement everyone is
pleased with the way things are working out.
The revised strategic plan is finished, employees on the
second shift feel good about knowing there is someone in
benefits on duty for two hours while they are working and Gloria
is able to take care of things in the morning that had
previously been making her late for work. Flextime in this case
was a win-win-win.
Stan
Stone, Trainer,
Training Department
Stan was an early bird and was most productive in the early
morning hours. He asked to change his work hours from the 8 a.m.
– 5 p.m. he had been working to a 6:30 a.m. – 3:30.flexitime
schedule on the days he wasn’t conducting full-day trainings.
He said he would use the quiet time between 6:30 and 8 to design
trainings and put together PowerPoint presentations and other
materials.
Stan’s manager, Toby
Tobias, was skeptical at first and was concerned that Stan
wouldn’t be around after 3:30. But Stan had thought the arrangement out carefully when he
put together his FWA proposal form.
He had already talked to Dawn Norris, another of the
trainers, who wanted to work from 9:00 to 6:00 on days she
wasn’t conducting full-day trainings. Between the two of them
they could cover the hours of 6:30 a.m. to 6 p.m. in case anyone
called or dropped in, extending the length of the service day.
They also agreed to stagger their lunch hours and breaks to
provide more continuous coverage.
Toby agreed to try the arrangement for three months and evaluate
its effectiveness at the end of that time. That was two years
ago. The
arrangement has been working fine for everyone and continues.
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