![]() ![]() Instead of having a work schedule of five 8-hour days, work hours are spread out so the employee works 40 hours in a 7-day week. Nonscheduled work schedule: Work is performed and hours are accounted for across the entire Monday to Sunday FLSA workweek in which the employee commits to completing their weekly scheduled hours, but without specific daily work hours □ Overtime eligible staff need to account for “flexing” in their timekeeping system □ A temporary solution that results in an inconsistent schedule Work 9 hours one day and 7 the next four days Informal flexible work scheduling: Modify work schedule on a week-by-week basis to “flex” with changing demands Provide the employee with the Caregiver Flexibility Planning Tool (MS Word) to help think through approaches. However, altered work schedules can allow independent workers to thrive with fewer distractions. Work schedule changes require being thoughtful about communication, collaboration and scheduling you may need to mitigate impacts of a schedule change with others on the team due to reduced availability for meetings, longer response times, etc. With the goal of maintaining the employee’s weekly number of scheduled hours, departments may consider allowing an employee to modify their work schedule. job duties that lend themselves to telework.įor more information about teleworking, visit UWHR’s Telework policies and agreements webpages. All departments should evaluate job duties for telework feasibility to identify positions with.Actively engage employees to understand their needs and involve them in arriving at a solution.Focusing on the long-term by valuing employee well-being, retention, and talent.Extending grace to colleagues and recognize that we are all navigating challenges.Communicating clearly about department realities and workload expectations.Trying something out instead of assuming an approach won’t work.Being honest about what may not get done so there is visibility into resource discussions.Promoting collaborative and creative solutions.Grounding your definition in the University’s values.Managers can evaluate the department’s ability to provide flexibility regarding:Ĭonsider the following when establishing your department’s definition of flexibility: The more obstacles that remain, the less capacity the employee may have to perform, increasing the likelihood they may need to reduce weekly scheduled hours, take time off, or a combination of the two. Managers should first try to remove workplace barriers in order for employees to perform their job duties at full capacity (FTE). To evaluate hybrid work options while meeting operational needs, the first priority should be to find solutions that provide flexibility for the employee to perform all of duties of their position. Not every employee’s situation is the same and their desire for or need to explore hybrid work may vary. This toolkit will help managers analyze where there might be operational flexibility and consider creative ways to manage workloads through telework or flexwork, along with providing other ways to support staff looking for flexibility or experiencing work fatigue or “burnout.” ![]() Professional & Organizational Development.HR Benefits, Analytics & Information Systems.In a sense then, management and leadership are two sides of a coin: on the management side, you’re responsible for setting and achieving plans, and on the leadership side, you’re motivating the people responsible for executing them.University of Washington Human Resources University of Washington Human Resources Home That means inspiring, coaching, and mentoring your team in a way that reaches them as individuals as well as a group. Leadership, on the other hand, is all about people - and people can’t be ‘managed’ like a spreadsheet or a supply chain! Instead, people need to be led. Managers are responsible for setting business goals, planning how to achieve them, and overseeing their successful execution. Management positions control key decisions and day to day operations across one or more units within an enterprise. However, in practice, these are two distinct skillsets for business leaders to learn and develop - and both are essential for success. Perhaps because they are both skills attributed to C-suite executives, leadership and management are sometimes used interchangeably when people think about a business education. ![]()
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