FLEX-TIME AND FLEX-PLACE Strategy Definition Example Benefits Employees maintain the same number of hours • improved efficiency by matching to employees’ most per day, but are given more flexibility in their start, productive hours finish, and times during the workday • gives employees more control over scheduling . Expanded Work Hours: extended hours of personal responsibilities to not interfere with work operation, allowing for early or later shifts responsibilities . Alternating Schedules: daily or periodic • allows commute outside of peak rush hours . Seasonal Flexibility: coordinated with rhythms of institutions and families Compressed This option allows employees to work their full- Instead of working five • improved productivity from longer periods of time Workweek time hours in fewer than five full days. Employees days, a full-time devoted to task can work longer hours for fewer days in a pay employee chooses a • provides more days off period or work longer hours on certain days in workweek comprised • decreases the number of days of commuting exchange for reduced hours on other days. of four 10-hour days. • allows commute outside of peak rush hours Part-time Work Flexibility in number of hours worked An employee works 30 • retains employees who need to scale back work hours hours per week as to manage family or personal needs opposed to a full-time • expands labor pool . • gives employees time off for personal and • option for gradual return to work after leave • allows gradual entry into • offers an alternative to layoffs Employees work remotely, allowing for flexibility An employee works • allows more control over scheduling personal in the location of where work is performed. from his or her home responsibilities to not interfere with work responsib. office one day each • decreases the number of days of commuting week. • maintains productivity during inclement weather Split (Joint) One person works 2 part-time (dual An employee works • expands labor pool Appointments strategy). part time for an equal • brings broader range of knowledge, skills and number of hours in two experiences to a position different departments. • provides continuity of coverage Sharing Two people each work part-time hours to share Two employees • brings broader range of knowledge, skills and the responsibilities of one full-time position. returning from leave experiences to a position wanting to ease back • provides cross- and skill enhancement oppor. into working propose • allows continuity of coverage to each work part time • provides option for employees to work part time, but schedules to fill a full whose job cannot be accomplished on part-time basis time position. • offers an alternative to layoffs

Work-Life Resources at URI: www.uri.edu/worklife MANAGEMENT OF WORK TIME Strategy Definition Example Benefits Reserved Time This arrangement maintains regular, No meetings are held during early the early • improved productivity meeting-free times. morning. • works in conjunction with flextime. Cross-training Training in another activity related to in an office setting your account/receivable • increasing employees’ overall skill set current work (“culture of coverage”); a person would be trained in the functions of (professional development) change in the definition of job accounts/payable as well as other inter- • brings broader range of knowledge, descriptions, where job descriptions related tasks. skills, and experiences to a position include a variety of job functions. • allows continuity of coverage and increasing productivity of the unit ROWE This is an based on what An employee works toward certain goals, • gives employees more control, as well as (Results Only workers produce rather than number of however long completion of these goals more responsibility and more Work hours. takes, as opposed to the requirement of accountability Environment) being in the office for a predetermined • increases & productivity amount of time. Shift Bidding Requesting changes in scheduled shift Planning for an upcoming morning • gives employees more control, and (shift flexibility) work for upcoming needs commitment, an employee requests to more responsibility and accountability work a shift in the afternoon instead of the • increases job satisfaction and normal morning shift. productivity Lactation allows time for mothers who are lactating providing “privacy rooms,” conveniently • health and wellness for mother and Program and a clean, relaxing space to express located and accessible for mothers to children breast milk. express milk during the work day. Offered • quicker return to work after childbirth in conjunction with a policy that allows women sufficient daily lactation breaks. Personal Time providing a specified amount of time for allowing employees to leave for an hour for • provides options for employees at Work personal , to be made up either a parent-teacher conference, doctor’s • increases productivity by decreasing at beginning or end of day. appointment, family needs. “presenteeism” • creates quiet times (before or after work) to catch up Other Time Off Personal days, floating holidays, vacation • allows flexibility in meeting buying, borrowing, or sharing (paying for unanticipated and anticipated personal extra vacation time, borrowing time from needs the following year, giving one’s vacation • improves morale time to another employee. Sick Banks Donating sick days to a public “bank” that • improved retention employees who have used up their sick • creates “culture of coverage,” and a time can access sense of community and caring

Work-Life Resources at URI: www.uri.edu/worklife ORGANIZATION OF CAREER Strategy Definition Example Benefits Full-time Full time work with duties modified After returning from a leave of illness, • retains employees who need flexibility in Modified Duties to meet temporary needs an employee works full-time hours, but returning to work requests modified duties until he is • improves productivity fully recuperated and can complete the duties of the position. Tenure Clock Postponing tenure decision due to Due to an extended year-long leave • increased retention Stops leave taken that will be taken for illness, an • provides options for employees to take time employee stops the tenure clock. off from work to manage various family and personal situations without cost Phased Employees can gradually reduce To avoid abruptly leaving the • retains employees for longer Retirement their hours/responsibilities during workforce, an employee chooses to • allows gradual entry into retirement transition to full retirement. gradually work fewer days in the • allows overlap of employees to ensure unit workweek over a certain period of time productivity to transition to retirement. Parental/Family Mandated 12-week leave for • allows recognition of the importance of Leave employers of 50 or more family work in the well-being of society employees, the Family and Medical • allows new parents time to transition into Leave Act provides unpaid time off parenthood for the arrival of a child, or the • increases retention serious illness of the employee or a family member. Can be supplemented by paid parental/family leave policies within an organization. This leave is independent of other policies. Paid or unpaid time off (typically 1 • provides options for employees for to 6 months) for personal renewal, professional development, to manage further or training, or various family and personal situations offered to employees • volunteer. Increases employees’ skills and after a specified length of service. productivity On- and Off- Plan for leaving and returning to a Taking caretaking leave with ability to • allows workers a plan for re-entering the Ramps career track after extended return at a given date, or gradually over workforce following an extended absence absence, while maintaining a designated period of time, perhaps due to personal or family obligations connection to the job. with different responsibilities

Work-Life Resources at URI: www.uri.edu/worklife