In my last Insight I discussed the commonalities I have found for why alternate work schedule programs sometimes do not work. So what are the steps to creating a successful alternate work schedule program?
1. Make sure that the top-level executives support the program as a work-life balance solution.
2. Ensure that your back-up system is adequate. Cross-training and creating natural back-ups are critical to the success of an alternate work schedule program, as it allows for critical items to be taken care of, even when the employee that owns the issue is flexing.
3. Consider all of the flexible work schedule options carefully before choosing those that are right for your company or department. Some of the most common options are:
Flexible Work Hours:
-Straight 8s—Employees work 8 hours per day between the times of 7 a.m. and 6 p.m. (i.e. 7 a.m. to 4 p.m., 8:30 a.m. to 5:30 p.m., 9 a.m. to 6 p.m.). Flexible work hours does not mean the employee can come in at a different time each day; rather, it means that the employee has chosen a schedule that is different than the standard 8 a.m. to 5 p.m., and must stick to that schedule unless they receive their manager’s approval for a variance.
Compressed Workweek:
-4/10s—Employees work 10 hours per day four days per week, and get the fifth day off as flextime. The day off can be anytime during the week, but most employees prefer either Monday or Friday, and groups may rotate employees who get these days (quarterly, for example).
-4-9s—Employees work 9 hours per day on Monday through Thursday, work 4 hours in the morning on Friday, and have Friday afternoon off as flextime.
-9/80s—This schedule requires a two-week rotation. Employees work 9 hours per day four days per week (Monday through Thursday or Tuesday through Friday). During the first week, the employee works 8 hours per day on the fifth day. The second week, the employee has the fifth day off as their flex day. This schedule should be considered carefully, as it leads to an overtime/under time situation for non-exempt employees, unless the workweek is redefined.
4. Baby Step the Program—There is no need to start all employees on a 9/80 work schedule in the same week. Design the program so that the roll-out occurs over a period of time (6 months to a year), to get all employees acclimated to the change.
For example, let’s say a team has four employees, and the company is allowing a 4/10 work week. For this team, the employees will be rotating on a 4-week cycle so that only one employee is flexing per week. For the three weeks when the employee is not flexing, he/she will be on a regular 8-hour per day schedule, and will be available to provide back-up for the employee that is flexing that week.
Once this proves successful, perhaps the manager could choose to allow the employees to flex more often (i.e. in a two-week cycle).
5. Roll the program out as a benefit and task the employees with making the program succeed—when an alternate work schedule roll-out includes management mandates and a bunch of rules, employees may view it in a negative light.
However, if employees can see the advantages of making the program work (half-days off every other Friday, for example), then they will be more likely to take steps necessary to ensure the program continues. They’ll need to schedule appointments for flex days and reduce time away from the office, update back-ups so that transition is smooth, etc.
6. Once again, be creative and flexible—Remember, the purpose of the program is to allow employees to achieve balance between their home and work lives. This balance will then allow the employees to be more productive during their work day. Therefore, it is in the company’s best interest to create programs that are destined to succeed—for the good of the employee and the good of the business.