Workplace flexibility
What is Workplace Flexibility?
Workplace flexibility refers to the provision of a variety of flexible work options that enable greater customization over when, where, and how work gets done.
At the University of Kentucky, several flexible work options are possible; however the implementation of these options depends on the job requirements, employee performance, and the approval of the supervisor/manager.
An initiative is underway at the University to clearly articulate policies and guidelines for implementing these options.
If you are interested in proposing and/or using a flexible work option and would like consultation, contact the Director of Work-Life, Robynn Pease, at 257-1003.
New! - A Workplace Flexibility Tool kit is now available on-line. Click here to view the tool kit and proposed UK guidelines.
Full-Time Options:
- Flextime—Schedules that permit employees to choose their starting and quitting times within limits set by management. The flexible work periods are usually in the morning or late afternoon, and work around “core hours” when all employees must be present.
- Telecommuting—Working at home or at satellite offices on a regular schedule. It is more common to work at home two or three days per week, with the remaining time in the office, although there are examples of employees who telecommute full time.
- Compressed workweek—A standard workweek compressed into fewer than five days (e.g. “4 10’s” –four days at ten hours; fifth day off).
Part-Time Options:
- Part-time schedule—Regular working hours at a percentage of full time, with salary and benefits pro-rated.
- Job sharing—Two people voluntarily share the work of one full-time job, with salary pro-rated. (It does not need to be a 50-50 split; one person could agree to work 60% and the other, 40%).
- Phased Retirement—Workers who are able to reduce their hours once they become eligible for retirement, to “phase in” their retirement on a specified timeline over the course of a few months or years. This is currently available for faculty o nly.
- Phased Return from Leave—With the agreement of the supervisor, the employee may reduce his/her hours, with a corresponding reduction in compensation. Usually this is for a specific period of time (for example, when an employee returns to work after taking family medical leave for childbirth and/or adoption.)
Business Impact of Workplace Flexibility Programming:
A 2001 study of IBM employees by Brigham Young University researchers showed that workers who believe they have flexibility are able to work eight hours more a week and still feel they have work-life balance.
Merrill Lynch found a 15 percent reduction in turnover when telecommuting was implemented, while Illinois Bell experienced a 40 percent increase in productivity from telecommuting.
Why Are Flexible Work Options Important Now?
Flexible work options correspond to significant changes at work and home during the past few decades. Examples of these changes are:
- Women with young children are the fastest growing segment of the work force
- Men are more involved in family and home care responsibilities
- 85% of all workers have family care responsibilities
- Our society is aging. 25% of all workers have elder care responsibilities.
- More focus is being placed on work and personal goals and responsibilities.
UK Workplace Flexibility Resources
- 2006-2007 UK Employee Benefits http://www.uky.edu/HR/benefits/documents/benefitsbook.pdf
- HR Policies http://www.uky.edu/HR/policies/
- Workplace Flexibility Tool kit, click here.
