1. Flexible Work Schedules
EMPLOYEE TELECOMMUTING
AND
FLEXIBLE WORK SCHEDULES
July 2016

2. Telecommuting & Flexible Schedules
Reintroducing of Program from the late 1990s
USG and State of Georgia Clean Air Campaign initiative
Clayton State University won the 2000 Pace Award

3. Introduction to Telecommuting
What is Telecommuting?
A way of getting work done from a different location. The practice of working from home or at a site near the home instead of physically traveling to a central workplace. Offered based upon:
an employee’s performance assessment
the specific job requirements & measurable outcomes
the overall needs of the customers served by the position
and the needs of the University
Is a work alternative that the University may offer to some employees based upon:

4. Telecommuting Basics Telecommuting is not a formal,
universal employee benefit but rather,
an alternative method of meeting
the needs of the University.

5. Telecommuting Why Telecommute?
It can serve multiple purposes – and have multiple benefits – when it is implemented effectively.
Recruiting and retaining the best possible workforce - particularly newer workers who have high expectations of a technologically forward-thinking workplace and any worker who values work/life balance
Helping employees manage long commutes and other work/life issues that, if not addressed, can have a negative impact on their effectiveness or lead to employees leaving employment
Telework, like other flexibilities, can assist managers in attracting, recruiting, and retaining the best possible workforce. In addition, by decreasing employee commute times and other work/life stressors, telework can help make employees more effective in their jobs. Telework may also be used as a reasonable accommodation for disability.

6. Telecommuting Why Telecommute?
Reducing traffic congestion, saving gas, emissions, and infrastructure impact in urban areas, thereby improving the environment
Ensuring continuity of essential functions in the event of national or local emergencies
Telework, like other flexibilities, can assist managers in attracting, recruiting, and retaining the best possible workforce. In addition, by decreasing employee commute times and other work/life stressors, telework can help make employees more effective in their jobs. Telework may also be used as a reasonable accommodation for disability.

7. Telecommuting Who may Telecommute?
Telecommuting is a privilege, the institution has the right to refuse to offer telecommuting to any employee and to terminate a telecommuting arrangement at any time. Generally, employees will not be allowed to telecommute until they have successfully completed six (6) months of employment and have demonstrated superior performance and customer service, as well as outstanding quality in their completed work assignments.
Telecommuting is not a formal, universal employee benefit but rather, an alternative method of meeting the needs of the University.
Employees are considered eligible for telework except the following:
• Employees whose positions require, on a daily basis (i.e., every work day), direct handling of secure materials or on-site activity that cannot be handled remotely or at an alternative worksite, such as face-to-face personal contact in some medical, counseling, or similar services; hands-on contact with machinery, equipment, vehicles, etc.; or other physical presence/site dependent activity, such as forest ranger or guard duty tasks; and
• Employees whose last performance rating of record (or its equivalent) is below fully successful (or the agency’s equivalent) or whose conduct has resulted in disciplinary action within the last year. (NOTE: Agencies may require a rating of record higher than fully successful for eligibility, but must still report as eligible all employees rated fully successful or higher.)

8. Successful Telecommuters show many of these traits:
require minimal supervision
have a full understanding of the operations of the organization
like to work independently
write a to-do list for each work day
keep in touch with supervisor
let supervisor know when a deadline can’t be met
are well organized
demonstrate a high level of productivity
have a reliable work history
want to telework
have a high level of job knowledge and skill
require minimal social interaction
prefer their home environments at least some of the time
are self-motivated
are comfortable with the idea of working alone
trust their supervisors
establish priorities and manage their time
schedule/plan work ahead/know job goals and objectives
All employees are considered eligible for telework except the following:
• Employees whose positions require, on a daily basis (i.e., every work day), direct handling of secure materials or on-site activity that cannot be handled remotely or at an alternative worksite, such as face-to-face personal contact in some medical, counseling, or similar services; hands-on contact with machinery, equipment, vehicles, etc.; or other physical presence/site dependent activity, such as forest ranger or guard duty tasks; and
• Employees whose last performance rating of record (or its equivalent) is below fully successful (or the agency’s equivalent) or whose conduct has resulted in disciplinary action within the last year. (NOTE: Agencies may require a rating of record higher than fully successful for eligibility, but must still report as eligible all employees rated fully successful or higher.)

9. Telecommuting Requirements
Initial assessment to determine if teleworking is feasible using the Checklist
Discuss outcome of Assessment
Positive assessment requires institutional approval, training & orientation
Telecommuting Agreement
Periodic Assessment

10. Introduction to Flexible Work Schedules
Flexible Work Policy
A Flexible Work Schedule offers creative approaches for completing work while promoting balance between work life and personal life commitments, and is an optional work arrangement that can be discontinued at any time. University and departmental demands are a priority throughout any flexible work arrangement. It is important to note that every University department will not be able to accommodate a flexible work schedule. Managers must decide the employee’s schedule, after consultation with the employee, and the employee must maintain that schedule. The employee and/or the department may end the flexible work arrangement by providing written notice a minimum of 14 calendar days in advance. Flexible work agreements are to be reviewed on a quarterly basis.
Flexible Work Schedules should not cause a non-exempt employee to work overtime or cause any employee to work on existing holidays or conflict with leave allocation practices. Occasionally, adjustments in schedule may be required on a short term basis.
Specific Requirements for Designing a Flexible Work Schedule
Modify employee daily work start and/or end times.
A Flexible Work Schedule offers flexibility on arrival, departure and/or lunch times, typically with a designate core-time during which all staff are present.
The department office must remain staffed and open during regular business hours.
Employees may be required to work overtime and/or a regular work week as required by management.
A written Flexible Work Schedule Agreement must be completed and filed in the employee personnel file following management approval.
9 x 9
8 to 6

11. Introduction to Flexible Work Schedules
WHAT IS A FLEXIBLE WORK SCHEDULE?
A flexible work schedule is an alternative to the traditional 9 to 5, 40-hour work week. It allows employees to vary their arrival and/or departure times. Employees must work a prescribed number of hours a pay period and be present during a daily "core time."
The schedule should not cause any employees to work overtime or cause any employee to work on existing holidays or conflict with leave allocation practices.
Flexible Work Policy
A Flexible Work Schedule offers creative approaches for completing work while promoting balance between work life and personal life commitments, and is an optional work arrangement that can be discontinued at any time. University and departmental demands are a priority throughout any flexible work arrangement. It is important to note that every University department will not be able to accommodate a flexible work schedule. Managers must decide the employee’s schedule, after consultation with the employee, and the employee must maintain that schedule. The employee and/or the department may end the flexible work arrangement by providing written notice a minimum of 14 calendar days in advance. Flexible work agreements are to be reviewed on a quarterly basis.
Flexible Work Schedules should not cause a non-exempt employee to work overtime or cause any employee to work on existing holidays or conflict with leave allocation practices. Occasionally, adjustments in schedule may be required on a short term basis.
Specific Requirements for Designing a Flexible Work Schedule
Modify employee daily work start and/or end times.
A Flexible Work Schedule offers flexibility on arrival, departure and/or lunch times, typically with a designate core-time during which all staff are present.
The department office must remain staffed and open during regular business hours.
Employees may be required to work overtime and/or a regular work week as required by management.
A written Flexible Work Schedule Agreement must be completed and filed in the employee personnel file following management approval.

12. Flexible Schedules Why allow Flexible Schedules?
Allows employees to balance work life and personal life commitments
Saves gas/allows car pooling arrangements
Facilitates child care
Avoids traffic congestion problems
Allows coordination of schedules with a spouse
Permits coordination of work schedules with limited mass transit schedules

13. Specific Flexible Work Schedules
Flexible Start/End Times
Flexibility on arrival, departure and/or lunch times, typically with a designated core-time
Compressed Schedules
10-hour work day for 4 days with one day off per week
9-hour work day:
with ½ day off once a week or
full day off every other week

14. FLEXIBLE WORK SCHEDULES
Issues:
Choose work schedule
Length of commitment
Address availability of employee
Leave considerations
Approve arrangements & sign agreement
Consider equipment needs, safety, working conditions, compliance with policies & procedures when telecommuting

15. CSU Policies Agreements Checklists Training

16. Next Steps 1. Designate Flexible Schedule Coordinator 2
Next Steps 1. Designate Flexible Schedule Coordinator 2. Finalize Implementation with Clean Air Campaign 3. Train Managers and Employees