Flexible Work/Life Arrangements

Summary

Discuss:

• Scheduling
• Communication
• Equipment

More and more companies are learning the value of offering employees flexible-work arrangements (FWAs). FWAs can help employees improve their work/life balance. FWAs can include schedules with flexible start and end times (flextime), compressed workweeks (for example, four 10-hour days), telecommuting, job sharing and part-time work arrangements. While they were once considered very risky for employees to request and uncommon for managers to approve, FWAs are quickly becoming the work/life program-of-choice for employees in all categories of jobs.

Although flexible-work arrangements are more common today, the key to success is in the effective implementation and management of such arrangements. Careful attention to a few crucial details will ensure the long-term success of FWAs for you and your colleagues at your workplace.

Once your manager or supervisor has approved your well-designed proposal, here are some tips for making your FWA work:

Scheduling

• Stick to the schedule you agreed to.
• Start with a three- to six-month trial period and check in with your manager regularly to see how it is working.
• Do not just switch from one type of FWA to another (for example, from flextime to a compressed workweek). If you need to make an adjustment to the FWA that was approved, be very clear about how that change will be implemented and make sure your supervisor approves it.

Communication

Communication is crucial if you have an alternative schedule or work at a different location. Don’t keep your FWA a secret. Make it a part of how you do your job day-to-day. Most co-worker resentment about FWAs occurs over poor communication and poorly defined expectations.

• Provide co-workers with your new schedule.
• Inform co-workers and customers how you can be reached, and be available for contact during working hours.
• If your working hours differ from those of your supervisor or co-workers, set up regular touch points—for example, meetings during common working hours.
• If you’re working from a remote location, stay connected to the office—for example, call or email regularly.
• Set up milestones and regular meetings to evaluate your progress with your manager.
• Ask other employees who have found success with their FWA for tips. Learn how they stay connected to their teams. Talk to your manager about coaching or mentoring options so that you can get advice on making your new set-up work.

 Tools and resources

Don’t assume the company can provide all the resources you may need to work on a FWA. Make sure it’s clear at the outset who pays for what. Do not expect to be paid back for expenses for setting up a home office.

• Get the resources and materials you need before you start your FWA.
• If you work outside of the “office,” set up an appropriate workspace or home office. Organize this workspace professionally and in line with safety standards.

Self-management

The most effective and successful FWAs are those where the employee takes responsibility for making it work. If your manager has agreed to let you try an “unconventional” schedule, turn this into a win-win by showing you can work independently and achieve your goals with little supervision.

• Monitor your own performance and evaluate it against goals and objectives defined by you and your supervisor.
• Stick to a routine, take normal breaks and create a beginning and end to the workday.
• Monitor behavior that can lessen productivity. Be professional and meet deadlines.
• Limit personal activity. If you are working at your home office, let friends and family know the hours you have set aside for work. Encourage them to contact you only in the case of an emergency, just as they would if you were working in an office.
• Do not assume that FWAs will be a good replacement for regular dependent-care arrangements. It may not be reasonable to expect to care for young children and work at the same time.

Remember, the work is not over once your proposal is approved. In fact, it’s just the start. With proper focus on scheduling, communication, resources and self-management, you can ensure the long-term health and success of your FWA.

©2000-2019 Boston College, Center for Work and Family. All rights reserved. Although Boston College, Center for Work and Family makes every effort to ensure that this information is accurate at the time of writing, the information is subject to change over time. Boston College, Center for Work and Family does not endorse any products or services advertised on this website and holds no equity or financial interest in the site’s operators.

Source: National Workplace Flexibility Study (2014), Boston College Center for Work and Family, Career/Life Alliance Services, Life Meets Work Inc.; “Flextime: A viable solution to work/family conflict?” by KE Christensen and GL Staines. (1990). Journal of Family Issues, 11, 455-476; “Survey of work/life initiatives: Report of survey findings” by D. Friedman. (1999). Bright Horizons Family Solutions and William M. Mercer, Inc.; The Corporate Reference Guide to Work-Family Programs by E. Galinsky, DE Friedman and CA Hernandez (1991). Families and Work Institute; “Influences of the virtual office on aspects of work and work/life balance” by EJ Hill, BC Miller, SP Weiner and J Colihan (1998). Personnel Psychology, 51, 667-683; “Family friendly workplaces, work-family interface, and worker health” by NL Marshall and RC Barnett. (1994) In Keita, G.P. & Hurrell, J.J. (Eds.), Job stress in a changing workforce: Investigating gender, diversity, and family issues (pp. 253-264). American Psychological Association; “Work/life flexibility: A key to maximizing productivity” by K Rose (1998). Compensation and Benefits Management, 27-32.

Summary

• Complete a proposal, giving the specifics of the arrangement.
• Make an appointment to discuss it after it’s been reviewed.

If you would like to ask to telecommute, you may need to write a formal proposal. There are some key elements your proposal will need to include. You will also need to examine your job to make sure telecommuting is suitable. If your company does not have a protocol, here are some steps you can take to begin the process:

1. Complete a proposal, giving the specifics of the arrangement. What will your schedule be and how do you plan to get the job done?
2. When the proposal is complete, walk through it with your manager or supervisor just to make sure all the points are clear.
3. Make an appointment to discuss your proposal after it’s been reviewed.
4. Take another look to make sure there’s a way to measure all of your job’s results and outcomes, and make sure that there aren’t any that call for face-to-face contact with customers, colleagues or management that might be unpredictable.
5. Decide if it will be necessary to redesign or reassign some of the tasks.
6. Ask if it would be possible to connect with other telecommuters or mentors to share best practices along the way.

When all those steps have been completed, you will either begin to work remotely or you’ll know why it’s not going to be appropriate in your case. 

The proposal components

Schedule: What are you proposing? Most people start out with just working a couple of days from home or a satellite office at least until they figure out if it’s going to work or not. A simple sentence will do it, as in: “I propose to begin working from home two days each week.”

It helps to make it a “pilot,” or experiment, in order to give everyone a sense that the arrangement is a measurable trial and fairly risk-free. If yours will be a pilot, add that sentence here as well. Pilots usually last anywhere from three to six months.

Task allocation: Take some time to notice and write down all the tasks that make up your job. Which can be done in isolation? Which are best done at the office? List the major tasks and decide what will be done when and where. Consider the equipment or software required for each task and whether it is available in both offices.

Benefits to company: How it will impact the organization? How will your arrangement help to accomplish the organization’s goals? Will you save commute time? Work more effectively? Be better able to concentrate? Could you actually be more accessible (as opposed to being out for meetings, coffee breaks etc.)? Can you foresee any increase in your ability to serve customers? Do you expect to produce more and/or better work? If so, how will you tell? Will you be a more loyal, committed employee? Why will this arrangement be good for the organization?

Business goals and objectives: Take what you’ve said about positive impact and turn each sentence into a real and measurable goal. To make sure it’s measurable, ask “how will I know when this happens, or when I’ve done this correctly?”

Changes anticipated: What adjustments must be made by everyone concerned to help the arrangement succeed?

Communications plan: Notice how often—and how—you normally communicate with your manager, co-workers, customers and support staff. How much of that is face-to-face? How much has to be in person? How often do they need to communicate with you? When and how will you be available? How long will it take you to return non-urgent calls? How long will it take to reach you when the situation is urgent? How will you know whether it’s urgent or not?

Support needed from the office: With whom will you need to remain in contact on a daily basis? Weekly?

Any equipment required and estimated costs to the organization: You will need to set up your home office. Where will it be located? Will you need more lighting? Will it be secure? What equipment will you need? What electronic tools or resources will you need to stay in touch? How safe is it and what do you need to do to make it safer? Do you have enough insurance?

As you think about your office, its location, privacy, etc., include plans for maintaining office security (a lock on your office door, cabinets bolted to the floor, restricted family access, fire extinguisher handy, windows secure, etc.) If data security is an issue, you may want to include plans for locking file drawers, a shredder, password protection, backing up files, anti-virus software and so on. Consider how you will connect to the office and how you will store and transfer files.

Evaluation plan: Most people think evaluation is something that takes place after the experience. And that may be true when it comes to a movie or a play. But in this kind of experience, if you don’t set goals for it before you start you really won’t be able to know success when you see it. You might set goals in the area of business success, how you’ll communicate with people, relationships both in and out of the office, your career or even just your personal or family satisfaction.

Now take a minute to look at each goal and ask yourself if it’s measurable. In other words, how will you know success when you see it?

©2007-2019 WFC Resources. Used with permission.

Source: “National Workplace Flexibility Study,” Boston College Center for Work and Family, Career/Life Alliance Services, Life Meets Work Inc., www.bc.edu/content/dam/bc1/schools/carroll/Centers/work-family/Home/research/publications/researchreports/National%20Workplace%20Flexibility%20Study

Summary

• Create an organized, step-by-step plan.
• Anticipate the response and prepare accordingly.
• Presentation should be clear, concise and persuasive. 

Don’t underestimate the value of a well-thought-out proposal. You may choose to propose a flexible-work arrangement in writing or during a meeting with your supervisor. Yet, you always should follow up a meeting with a written proposal.

Your proposal will vary in structure and focus depending on the type of arrangement you request. Common options include job-sharing, part-time, compressed workweek or telecommuting. Here are some guidelines:

Create an organized, step-by-step plan

Clearly outline your current job description to note how your responsibilities will change. Your manager probably likely look for this first.

• Start with a one- or two-sentence statement of purpose that explains exactly what you would like to do.
• Outline your current job description, including a brief job summary that details your responsibilities.
• State who you report to and how you update that person about the status of a task. For instance, do you report at the end of each day? Or report when a specific project is completed? Do you report in writing, verbally or both?
• Show how the new arrangement will cover your all of your responsibilities.

Prepare for the response

Assume your employer will be skeptical, particularly if you’re requesting to work fewer hours. This is a business contract, so it’s always best to think from your manager’s point of view.

• Be prepared for objections such as, “It’s not policy,” or “How can you get your work done in fewer hours?”
• Anticipate all “what if?” questions. Have solutions to potential problems.
• Know what benefits you’re entitled to. Check your employee manual or consult with the human resources department. If you belong to a union, consult with your union representative.

Pitch your plan

As with any big proposal, the pitch is crucial in winning approval. Your presentation should be clear, concise and persuasive. Enthusiasm alone will not get the job done.

• Use positive language such as “I have developed a plan that will strengthen my work abilities,” as opposed to “I’m finding my current work arrangement makes it difficult for me to manage outside needs.”
• Whenever possible cite co-workers who have successful flexible work arrangements.
• Suggest a six-month trial period. That way, your employer won’t feel locked into an arrangement, and you’ll have time to show you can make the plan work.

Don’t automatically take “no” for an answer. Many employees return to the drawing board and come up with a new proposal that wins approval.

©2000-2019 Boston College, Center for Work and Family. All rights reserved. Although Boston College, Center for Work and Family makes every effort to ensure that this information is accurate at the time of writing, the information is subject to change over time. Boston College, Center for Work and Family does not endorse any products or services advertised on this website and holds no equity or financial interest in the site’s operators.

Source: 2014 National Study of Employers by Kenneth Matos and Ellen Galinsky. Families and Work Institute, 2014, http://familiesandwork.org/downloads/2014NationalStudyOfEmployers.pdf

Summary

Options include:

• Part-time work
• Job sharing
• V-time

Reduced work schedules are among the most common flexible work arrangements (FWA) in the American workplace. They can be temporary or permanent. No longer considered rare, part-timers fill a broad spectrum of needs in the economy. Reduced work schedules generally mean reduced pay and benefits, so you must be able to afford to work fewer hours. Here are some choices to consider.

Part-time

A regular part-time work schedule typically means working less than the traditional 35- to 40-hour workweek. This schedule may or may not come with employee benefits. So, before you consider part-time work, calculate the cost of benefits that might not be covered anymore. If you can afford it, part-time work can keep you in the job market while also having more personal time.

Job-sharing

Job-sharing is an alternative to part-time work in which two people divide the workload of one full-time position. Typically, benefits are provided, but are divided between the two people. Depending on the nature of the work, job sharing can be as simple as splitting the hours and responsibilities of one job. For some jobs, it can require a more complex, collaborative sharing of tasks.

Common ways to split responsibilities in a job-share arrangement are:

• Morning/afternoon
• Half-weeks
• Alternate weeks
• Several months on/several months off

If you choose job-sharing, you probably will have to find your own partner. You will also have to think about compatibility and communication styles. When it works, it is rewarding to have someone with whom you can share ideas and tasks.

Voluntary reduced hours (V-time)

V-time allows you to cut work hours, anywhere from 2.5 percent to 50 percent, with income lowered accordingly. V-time differs from regular part-time in that it often temporary, and a plan for return to full-time work is designed at the outset. The time can be taken in small weekly hours, or larger blocks of time. Along with salary, your employer may prorate some benefits. You always should reserve the option to renegotiate the commitment.

V-time is an excellent way to adapt your work life to meet some unexpected family responsibilities (such as elder care), deal with health issues or recover from burnout. V-time also may allow time to take classes for pleasure or career advancement.

Phased retirement

Phased retirement is a plan for senior employees to gradually reduce their work hours over a period of months or years prior to full retirement. Work reduction can be taken in the form of shortened weeks or extended vacations. It often is possible to supplement lost income by collecting partial pension or retirement funds. You should speak to your human resources manager to design a program that works for you.

Phased retirement is an increasingly popular option for easing into retirement, both financially and emotionally.

Leave or sabbatical

Leave time is authorized time away from work for things like family responsibilities, health, personal growth or education. It can be paid or unpaid, but the employee keeps employment rights. Benefits usually can be continued during leave time, although an employee may have to cover the cost of doing so.

The 1993 Family and Medical Leave Act (FMLA) provides leave time as an employee right. It is no longer an employer-provided benefit for all companies with 50 or more employees. If your employer is not covered by the FMLA, carefully state your case for requiring a leave. Be sure to emphasize how you will be more productive upon your return.

©2000-2019 Boston College, Center for Work and Family. All rights reserved. Although Boston College, Center for Work and Family makes every effort to ensure that this information is accurate at the time of writing, the information is subject to change over time. Boston College, Center for Work and Family does not endorse any products or services advertised on this website and holds no equity or financial interest in the site’s operators.

Source: Trends in Workplace Flexibility, A Report by World at Work, Underwritten by FlexJobs September 2015, www.worldatwork.org/adimLink?id=79123; AARP, www.aarp.org; New Ways to Work; Put Work in its Place: The Complete Guide to the Flexible Workplace by Bruce O’Hara. New Star Books, 1994; Creating a Flexible Workplace: How to Select & Manage Alternative Work Options by Barney Olmstead and Suzanne Smith. AMACOM, 1994.

Summary

• When meeting a client for the first time, arrange to meet in a public place.
• Do a monthly “safety check” around your home office.
• Look into an alarm system.

You’ll want to make sure that your home office is a safe place to work. You will also need to make sure that any data you take home is secure. Here are some tips for ensuring both:

• When meeting a client for the first time, arrange to meet in a public place, such as a coffee shop or the library—not your home. And let someone know when and with whom you have appointments.
• Use the same caution with deliveries as businesses do. Anyone making a delivery to your home office should be properly identified before you open the door. It’s better not to let the person enter your home unless you know them.
• Do a monthly “safety check” around your home office. Are you overloading electrical outlets? Placing equipment where it could get knocked over? Are your smoke alarms and fire extinguisher in good working order? Make sure your wiring is adequate. Use a surge protector or uninterruptible power supply for all your computer equipment. Check electrical cords regularly for frayed or damaged insulation, defective plugs or exposed wires. Try rearranging the furniture or adding additional electrical outlets before using extension cords. If an adapter is needed to connect a device to an extension cord, the wrong extension cord is being used.
• To protect yourself from injury when lifting files or office supplies, limit storage height to a minimum of 18 inches. Store heavy items on lower shelves and have a ladder or stepstool available so you can safely reach high places. Lift heavy objects using your leg muscles to protect your back. Use the same techniques that you would use in the office, including asking for help when lifting very heavy packages or equipment.
• Hang window treatments that obstruct the view into your office. Keep bushes and trees trimmed so that you can see into your yard and neighbors can see your house. Make sure your home has good deadbolt locks on all exterior doors. Consider installing motion-sensored lighting that will come on if someone is walking around your yard.
• Consider installing an alarm system. If your home office is detached from the main house, install a wide-angle viewer in the door.
• If you leave any sensitive material in your home office, be sure to leave it in a locked file cabinet or drawer. Don’t leave your cell phone or laptop unattended. If you do leave them in the car, put them in the trunk and lock it. Mark your equipment with ID numbers and keep an updated inventory list (with photos, if possible) in a home safe or a bank safe deposit box.
• Protect your cell phone, computer (laptop or desktop) and any devices that you will use to store company data or connect to the company network with passwords. Check with your company’s IT department to ensure that you are in compliance with any company policies on data security.
• Make sure your virus software is up-to-date. Don’t click links requesting personal info or download programs from unfamiliar companies. Use a personal firewall, encryption and physical security. Keep personal Web surfing to a minimum and don’t visit chat rooms at work.
• Make sure your offsite backup system is working; restore some files occasionally, just to make sure. If you use both desktop and laptop, back up your laptop as well.
• And finally, review your insurance policy—almost all policies require an extra rider to cover a home office and most homeowners’ insurance policies have no liability coverage for your home office. So, if someone is injured while doing business with you in your home, you may have to pay the bill yourself!

©2007-2019 WFC Resources. Used with permission.

Summary

• Set up your office.
• Establish your business hours.
• Stay result oriented.

Set up clear job goals

Before you embark on a remote work arrangement, be sure you and your supervisor agree on your duties and how your performance will be measured. This also is a good time to decide together which days you’ll be working from home.

Set up your office

Take the time before you start working from home to set up a dedicated space that is comfortable, functional, and safe for your work.

• Choose a comfortable chair; one that allows you to move the seat height.
• Find a sturdy desk or table.
• Identify and fill your technology needs. Do you need a printer, extra phone line? How will you transfer files? Will you connect remotely to the company network? Make a plan for getting support services when they are needed, such as photocopying or computer troubleshooting.
• Shed some good light on your work. Daylight is best, but spot lighting works well.
• Keep office supplies handy.
• Be careful of cords that can be tripping hazards.

Schedule it

Because you won’t have automatic routines such as a commute or greetings to co-workers, etc., you’ll need to make an effort to add structure to your day:

• Set up your business hours. Then, let your supervisor, co-workers and family members know what they are.
• Make routines and rituals that signal the start and end of the day.
• Build in breaks. Try to get up and move around every hour to ease stress on your body and to give you a mental recharge.
• Take advantage of your personal peak times. For example, if morning is your most productive time, start your day early and work for a long block of time. When early afternoon hits and you’re feeling less than energetic, take a walk around your neighborhood.
• Plan occasional lunches or meetings with people to fend off “cabin fever.”

Communicate with your supervisor and co-workers

• Contact your boss on a regular basis and keep them posted on your progress, issues, etc.
• Make sure everyone knows you’re available for meetings.
• Stay in touch with co-workers to let them know you’re still part of the team. This connection also will help you avoid feeling cut off.

Hold a family meeting

Let your housemates know what your schedule will be and when you cannot be interrupted. Talk about everyone’s expectations. Children, in particular, may have trouble understanding your new work-at-home role. Set firm boundaries that everyone can understand and respect, including you!

Manage your time

Many remoted employees end up putting in more hours when working from home. Don’t overdo it or you’ll be less effective in the end. Remember, you’re not being judged on the number of hours you put in but on what you achieve. Stay result oriented and make the most of your time:

• To stay focused, make a prioritized task list for each day, week and month. Consult these lists often.
• Set and meet deadlines. If you don’t, the office may question what you’re doing when you’re out of sight.
• Remain on guard against interruptions. While your co-workers will no longer be the culprits, there are still plenty of distractions at home. Try to stick to your set work schedule.

By Sandy Werner

©2000-2021 Carelon Behavioral Health

Summary

Options include:

• flextime
• compressed work week
• flexplace or telecommuting

Flexible work schedules usually adhere to the 35- to 40-hour workweek. If you want to keep your full employee benefits and continue to work full time, you might be able to secure more personal time by rethinking your schedule. Every job is different, as is each workplace, so speak to your human resources representative or your supervisor about what is best for you. Here are three options to consider:

Flextime

Flextime allows for flexible starting and quitting times, within limits agreed upon by management. The number of hours worked stays constant (usually 40 hours) but the employee can choose how to shape the schedule. For example, you might decide when to come to work and when to leave, as long as you work a full eight hours. Or, the length of the workday can vary from day to day, such as six hours one day, 10 hours the next.

Flextime makes it easier to accommodate your own unique family and lifestyle needs. It also might simply allow you to work around frustrating rush-hour traffic. An advantage of flextime is that you are able to maintain full-time work and benefits. This arrangement does not lighten your workload, though, and demands self-motivation and strong organizational skills.

Compressed workweek

A compressed workweek condenses the traditional 35- to 40-hour week into less than five days. Some common combinations include: 4/10 (four 10-hour days), 3/12 (three 12-hour days) and 9/80 (a week of four nine-hour days and an eight-hour day, followed by a week of four nine-hour days).

The compressed workweek is a great solution for freeing up blocks of personal time. The drawbacks may include fatigue from longer hours and mismatch with child-care demands.

Flexplace or telecommuting

Increasingly popular thanks to technology, the flexplace (also known as telecommuting) allows you to work from your home or another satellite office. Telecommuting may be done all the time, or only on certain days. You can stay connected to the office by computer, conferencing technologies and/or phone.

This option cuts down dramatically on time spent commuting. It also allows working families to let one or more parent stay at home. Possible drawbacks can be:

• Isolation from co-workers
• Maintaining efficient work habits
• The hidden costs (such as electricity, heat, etc.) of keeping a home office

And, if there is a door to your office and you have children at home, they probably will want to come through it.

All three of these options require discipline. They also demand frequent, open communication with co-workers and managers.

©2000-2019 Boston College, Center for Work and Family. All rights reserved. Although Boston College, Center for Work and Family makes every effort to ensure that this information is accurate at the time of writing, the information is subject to change over time. Boston College, Center for Work and Family does not endorse any products or services advertised on this website and hilds no equity or financial interest in the site’s operators.

Source: AARP, www.aarp.org; Families and Work Institute, www.familiesandwork.org; New Ways to Work, www.newwaystowork.org; Creating a Flexible Workplace: How to Select & Manage Alternative Work Options by Barney Olmstead and Suzanne Smith. The publishing division of American Management Association (AMACOM), 1994; Put Work in its Place: The Complete Guide to the Flexible Workplace by Bruce OﾒHara. New Star Books, 1994.