Flexible Work Arrangements (FWA) Supervisor s Guide

Transcription

1 Flexible Work Arrangements (FWA) Supervisor s Guide

2 Supervisor s Guide Introduction to Flexible Work Arrangements (FWA) Managing the FWA policy Formalizing the FWA Things to consider when discussing a compressed work week FWA Things to consider when discussing a telecommuting FWA Supervisor s checklist Engaging the FWA Suggested courses for managing the FWA Resources and documents

3 Introduction to Flexible Work Arrangements SPE recognizes the value of flexibility in the workplace. The primary goals and objectives of each business unit ultimately drive decisions regarding an individual employee s schedule. In cases where these business objectives can be met, flexible work arrangements are one way that employees can enhance their work/life balance. The organizational benefits derived by supporting flexible work arrangements include reduced absenteeism and turnover and increased productivity and commitment.

4 Managing the FWA Policy Definitions of FWA: Flex time: work schedules starting earlier or later than a department s standard business hours, but still including the same number of hours per day or week as the standard schedule. Compressed work weeks/alternative schedules: working full-time hours in fewer than five days per week, or in fewer than 10 days per two-week period. Telecommuting: working from home or a remote location. Criteria for approval of FWA Arrangement must meet business/production needs. The arrangement must support department/production goals, including productivity, cost effectiveness, employee retention and service to internal and external clients. Approval should also be based on employee s job performance. Can tie into performance goals. Take into account the individual s work style and work history. As necessary, meet with other managers/supervisors in the same department/production to discuss policy to assure overall consistency.

5 Managing the FWA Policy Consider each proposal for FWA on its own merits and give equal consideration to all requests. Set clear expectations so all parties have an understanding of what is involved. Communicate and agree on effectively defined tasks. If you re unsure if arrangement will work, consider a short-term pilot program to start, or setting a time to review arrangement. If you are considering denying the employee s request, be sure to first discuss with your People & Organization Business Partner. If you deny the request, indicate to the employee why you cannot approve it, and suggest alternatives, if appropriate. For example, perhaps a different flex time arrangement could fit both the department/production s and the employee s needs.

6 Process for Formalizing the FWA Step One: Meet with employee to discuss his or her options Is the employee s request feasible for his or her specific job? What are his or her roles and responsibilities? Can the request be accommodated from an operational standpoint? (Example: if telecommuting, is a laptop available? ) If the request does not suit the production/business needs, are there other FWA options that will work for the employee? If an employee asks to alter his or her schedule because of personal medical reasons or to care for an ill family member, please refer the employee to your People & Organization Business Partner to discuss the situation directly.

7 Process for Formalizing a FWA Step Two: The Proposal Employee creates a proposal based on your discussion and on the Flexible Work Arrangements Employee Guidelines. As necessary, review the proposal with your People & Organization Business Partner. Step Three: Flexible Work Arrangement Request Form If the proposal is approved, employee must fill out FWA request form, indicating exact schedule and proposed effective date. Request form should be signed by supervisor, department head (if necessary), and People & Organization Business Partner. Business Partner keeps hard copy of form for employee file and Workday reporting. When all signatures have been received, Business Partner will send a note to employee regarding their request. (Approval/Denial) Note: If an employee is currently working under a Flexible Work Arrangement, please formalize the process by having the employee complete the proposal and obtain signatures on the request form.

8 Things to Consider: Compressed Work Weeks Exempt Employees (Regular, full-time non-union employees) Vacation: If eligible, employee accrues vacation time in the same manner as employees working a standard schedule. When employee uses a vacation day, the number of hours deducted from his or her vacation bank will depend upon her or his schedule. For example, if employee is working 10-hour days, 10 hours of vacation time will be deducted. Sick Time: If eligible, employee accrues in a prorated amount based on schedule. Employees working a 4/10 schedule will receive eight sick days per year (paid as 10-hour days). Employees working a 9/80 schedule will receive nine sick days per year (paid as nine-hour days, except the ninth day will be paid as an eight-hour day). Floating Holidays: If eligible, employee receives two floating holidays paid according to schedule. For example, an employee scheduled to work a nine-hour day will receive nine hours of pay for a floating holiday. Holidays: If eligible for SPE-paid holidays, employee will be paid according to his or her schedule (e.g., 10 hours of pay for an employee scheduled to work a 10-hour day). However, if a holiday falls on an employee s regularly scheduled day off, the employee will not receive holiday pay for that day.

9 Things to Consider: Compressed Work Weeks Exempt Employees (Regular, full-time non-union employees) Requested scheduled days off: All requests will be considered. However, due to current technology limitations, not all schedules can be accommodated at this time. Therefore, please refer to the schedule guidelines in the supervisor FAQs.

10 Things to Consider: Alternative Schedules Non-Exempt Employees (Regular, full-time non-union employees) Overtime: For California non-exempt employees, a schedule that includes work days of more than eight hours will result in overtime being due. Paid Time Off: In most cases, paid time off for regular, full-time non-exempt non-union employees who work an alternative schedule will not be affected. Due to technology limitations, if an employee works a schedule that includes some days of more than eight hours, the employee s vacation, sick days, floating holidays, and holidays will still be paid as eight-hour days. If you are considering such a schedule, please consult with your People & Organization Business Partner for more details. Meal Periods: Non-exempt employees in all locations must take a meal period of at least half an hour.

11 Things to Consider: Telecommuting Resources: Sony Pictures issued laptop Employees who are telecommuting must use a SPE-issued laptop. Issuance of laptops is subject to SPE s entitlement policy, IT budget and availability. VPN Telecommuting employees must access all systems on the SPE secure network through a VPN. Phone arrangements To set up a telecommuting employee with a suitable arrangement for his or her needs, call or the Telecommunications department at or telecommunications@spe.sony.com Guidelines: Beware that "out of sight" can mean "out of mind." Use a combination of face-to-face communication, the telephone and . Face-to-face is best for tasks focused on motivation, team building, performance management and introducing changes. Telephone is effective for planning, reviewing and strategizing. is best for quick contact and confirming conversations.

12 Supervisor s Checklist Schedule employee discussion. Involve your People & Organization Business Partner. Consider business needs/production needs (for example, will a production be affected?) Think about any applicable overtime implications. Set periodic reviews with employees to gauge FWA effectiveness. Measure performance by results and provide regular feedback on performance. Remind employees that the FWA can be changed or revoked at any time, should business, production or performance concerns arise. Try a pilot program if necessary. If an employee is currently working under a Flexible Work Arrangement, please formalize the process by having the employee complete the proposal and obtain signatures on the request form.

13 Engaging in the FWA For the supervisor: Providing effective feedback can help you as a leader give and receive feedback to an employee on a FWA. For the employee: Flex work is a lot easier when an employee knows what they are working on, when it s due, what the importance is. The following are some suggested SPEED classes for supervisors and employees that can help to manage FWA.

14 Suggested Courses for Managing the Flexible Worker and Managing a FWA Providing Effective Feedback Understand the emotional reactions to providing feedback and how to better manage those reactions, learn the elements of meaningful feedback, and increase your awareness of the power of words and adapt a model to frame your feedback discussions. Conducting Effective Meetings This class can help managers conduct effective meetings with a virtual or remote team. Understand how to structure small group discussions, enable group decision making and how to respond effectively to difficult situations. Managing Results: Motivating Performance and Setting Goals Understand the role in the SPE performance management process to set goals, monitor and document performance, and the actions to increase employee engagement. For more information and to consider other useful classes, go to myspe>people & Organization> Learning & Organization Development>SPEED

15 SPE Flexible Work Arrangements Resources and Documents Employee Guidelines Flexible Work Arrangement Request Form Supervisor FAQs Employee FAQs Supervisor Guidelines Suggested SPEED Classes Flexible Work Policy (Employee Handbook) Info Security Guidelines (GISP)