This allows the employee to manage their time and schedule around other priorities without adhering to a fixed schedule. You can also designate a set number of hours of work to be completed each week but not set a schedule.For example, if an employee needs to leave work earlier to take a child or family member to a doctor’s appointment, they may swap schedules for the day with a colleague who starts work earlier than do. Schedule-swapping is an arrangement between co-workers that allows them to exchange schedules with another employees who performs the same job.For example, on Monday, Wednesday and Friday the employee works 6 am - 2 pm but on Tuesday and Thursday they work 12 pm - 6 pm. Customized flextime lets the employee and manager create a schedule that is tailored to meet their specific needs.You may set a schedule that begins earlier or ends later than normal core working hours to accommodate for other priorities for example 6 am - 2 pm or 10 am - 6 pm.This allows additional flexibility for an employee to alter their schedule based on what is needed that day. Set a range that work will begin between 8 am - 10 am. Here are some ideas that you may consider for your employees should they need additional flexibility in their work schedule.įlextime lets an employee vary when their workday begins or ends. One way we can influence this is to address work conflicts such as unplanned childcare issues, school closings, needing to care for a sick loved one, etc. Research shows that manager support is a key factor in successfully retaining talent and navigating uncertainty. Equally important is maintaining team morale during these times. Our job as people and Human Resource leaders is to help support employees and leaders and keep them focused and motivated. During these times, employee stress levels and competing work and personal priorities can make it challenging to remain focused on the job. In forthcoming blogs we will also cover some of these studies in more detail but for now, we can say that wherever the concepts are embraced they have played a significant role in the reduction of absenteeism, overtime, employee turnover.Īn increase in employee morale leading to improved workplace commitment.Managing in times of uncertainty can be stressful. This includes regular studies that we at FlexTime have carried out. Q4: What were/are the outcomes from these flexible working practices?īeen done in the years since that early breakthrough. How this and other such arrangements are developing, in The latest idea hasīeen agile working and we will be writing in our blog about Sharing, the compressed working week, and annualised hours are all seen asĬomponents of flexible working arrangements too. Work from home and also for mobile working, but hot desking, job Notions have been adopted and which we now term as “flexible workingĪrrangements”. Core periods say 10:00 am to 12:00 pm and 14:30 pm to 16:00 pm, when employees have to be in attendance became a central feature of most flexitime schemes.the facility to allow employees to build up an excess bank of hours to carry forward for use as a flexi day per month.A similar period between 16.00pm and 18.00pm was available at the end of the working day in terms of when they could leave. Initially, this period was between 7.00am and 8.00am. This idea allowed management to agree to a period of time in the morning within which the employees could choose to arrive. Initially, it was quaintly called “gliding time” or the German “gleitzeit”. In other words, why were fixed times being applied to the beginnings and endings of the standard working day and/or shifts? Could the employees’ workloads be buffered so that their arrival/departure times at work could become less important? Therefore, resulting from the measurements and assessments in the study, a new type of working time was born. Realised some fundamental questions needed to be asked, for instance: Q3: “WhyĪ. Responsibility to a sociologist called Kristel Kammerer. Clearly, itĭo some research into how they could alleviate the situation and gave the Morale was low and productivity was being hampered. Were arriving late, leaving shifts early time was being lost. This was on both entering and exiting their site and also while moving around on the roadways outside. There were huge challenges for employees at MBB, in arriving to work on time, due to their major “bottleneck” issues with car traffic. (MBB) , located in Munich, where they employed 3,000 white collar and Massive aerospace company, Messerschmitt-Bölkow-Blohm
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