Work/Life Association Inc - Considering The Possibilities

Considering The Possibilities

Negotiating flexible work options requires a sound knowledge of the options available on the part of both the manager and the person requesting the option.

FLEXIBLE WORK OPTIONS

After examining business needs and finding out from staff what would make a difference to their work/life balance, here are some questions for employers considering offering certain flexible working options:

1. Can you ensure flexible working underpins the strategic aims of the organisation?

2. What will the costs and benefits of flexible working be?

3. What issues is flexible working meant to address?

4. What working arrangements currently exist across the workforce?

5. Who will be able to work flexibly and who will not?

6. What will the impact of flexible working be across the workforce?

7. How formal should the flexible working culture be?

8. Are flexible workers adequately supported?

9. Are suitable IT arrangements in place?

10. How will employees be managed, evaluated and rewarded?

The following list of options describes the major flexible work options available in many workplaces. Organisations need to communicate details of all options available in the organisation to all staff.

There is a range of flexible employment practices which can be used to achieve a better work life balance. Here is an overview of a number of flexible work options offered in workplaces in Australia.

Part-time Work
Part-time work enables employees to work a range of hours of less than the total fortnightly total for full-time work. Depending on business requirements, part time workers can work a certain number of days per week (for example three days a week) or a number of hours per day (for example 9am – 3pm Monday to Friday).

Job share
Job Share enables employees to work a fractional time employment arrangement in which one full-time position is shared between two employees. Under this arrangement, each employee works an agreed portion of the position and shares the responsibility for the total work load, salary and entitlements on a pro-rata basis.

Deferred salary scheme
The scheme allows employees to take 12 months paid leave, by deferring a component of their salary over a four year period leading up to the leave. Under the scheme, an employee receives 80% of their salary over a four year period, and, on completion of the fourth year, is entitled to a period of 12 months leave (paid at a rate of 80% of their salary).

Flexi-time
Flexitime system gives employees flexibility in start and finishing times, within the context of the business requirements of their team. Under the Flexi-time Working Hours System, employees may build up a credit of hours to be utilized at a later date or alternatively, go into a debit situation which requires the time to be made up at a later date. Flexi-time applies to job groups 1-4

Tele-worker (working from home)
Tele-work is working at an approved alternative work site such as an employee’s home for an agreed number of days a week or hours a day. These arrangements would generally be on a regular basis to suit the needs of the organisation.

Rostered day off
Employees can accrue a rostered day off by working additional hours either over a nine day fortnight or 19 days over a four week period. This option is available to job groups 1-4.

Leave without pay
Employees can access leave without pay for a period of up to one year, subject to the needs of the business.

Purchased leave arrangements such as 48/52
The Purchased Leave arrangement enables employees to ‘purchase’ an additional number of weeks leave, subject to the business needs. In many organisations this is an additional 4 weeks leave, so this option is often called 48/52. Under this arrangement, employees will receive 48/52 (or whatever number of additional weeks of leave purchased) of their annual salary across the 52 week period and have access to an additional paid leave per annum over the same period.

Compressed week
This flexible work option allows for a schedule of work which compresses the standard of hours into fewer than five standard days, for example, 4 x 9.5 or 10 hour days.

Ad hoc flexibility
This flexible work options is for when an employee needs to be away from work on occasion for a short period of time such as a child’s school event or a medical appointment.

Vacation Leave or V-time
This is a flexible leave option similar to Purchased leave where employees elect to take leave during their children’s school vacation time.

Certain flexible work options will suit some workplaces and some employees better than others. Good workplace communication is required to explore how best to balance employee and workplace needs.

In putting any flexible work options in place, it is necessary to ensure

continuity of work
adequate monitoring and supervision
good communications with staff operating flexibly
equitable arrangements for all staff (i.e. not implementing flexible arrangements only for those with families)
protection of existing rights and benefits.

NEGOTIATING FLEXIBLE WORK OPTIONS

As the negotiation involves at least two parties, the following brief guide to conducting such a negotiation and is addressed to:

The Manager or Supervisor
The Employee seeking to implement a flexible work arrangement.

MANAGERS’ GUIDE TO NEGOTIATING FLEXIBLE WORK

1. Prepare
Make sure as a manager, team leader or supervisor you have the appropriate information. Refer to relevant policies and resources, make sure you are aware of the range of flexible work options available.

2. Set the ground rules
If the employee has not already done so, ask them to complete a proposal.

In discussing work, life and family matters naturally the territory covered extends beyond traditional work matters. Confidentiality and privacy needs to be assured.

3. Help the employee outline the issue
Help the employee to be specific about the issue to be resolved and their initial thoughts about resolving it. Talk through the alternatives. Make sure the employee understands the work issues that will need to be considered as well as the personal ones.

4. Consider the proposal
Agree on a time in which to respond to the employee while you consider the proposal. Consider the proposal and all the associated individual and workplace issues. Consider the individual, team and policy impact of refusing the application. Make the appropriate decision and advise the employee of the next steps, if any.

EMPLOYEE’S GUIDE TO NEGOTIATING FLEXIBLE WORK

1. Prepare
Make sure as a staff member you have the appropriate information. Refer to relevant policies and resources, make sure you are aware of the range of flexible work options available. Talk to other people who are working in flexible work arrangements.

2. Write a proposal
If your organisation requires the use of a proposal form, complete that. If there is no such form, it may be a good idea to look at what other organisations suggest so you cover the major issues. See an example of a formal proposal.

Sample proposal form
http://adm.monash.edu.au/sss/equity-diversity/assets/docs/work-life-family/proposal-form.doc

3 Outline the issues
Be specific about the issues to be resolved and your thoughts about resolving them. Talk through the alternatives. Make sure the manager understands you have considered the work issues as well as the personal ones.

4. Finalise and Present the proposal
Ensure that your views have been adequately covered and seek a date by which a decision will be made.