What is a Job? JobJob A group of related activities and duties PositionPosition The different duties and responsibilities performed by only one employee.

What is a Job?What is a Job?

•JobJob A group of related A group of related activities and dutiesactivities and duties

•PositionPosition The different duties The different duties and responsibilities and responsibilities performed by only one performed by only one employeeemployee

•Job FamilyJob Family A group of individual A group of individual jobs with similar jobs with similar characteristicscharacteristics

Job RequirementsJob Requirements

•Job SpecificationJob Specification Statement of the needed knowledge, Statement of the needed knowledge, skills, and abilities (KSAs) of the skills, and abilities (KSAs) of the personperson who is to perform the jobwho is to perform the job

•Job DescriptionJob Description Statement of the tasks, duties, and Statement of the tasks, duties, and responsibilities (TDRs) of aresponsibilities (TDRs) of a jobjob to be to be performedperformed

Job RequirementsJob Requirements

Relationship of Job RequirementsRelationship of Job Requirementsto Other HRM Functionsto Other HRM Functions

RecruitmentRecruitment

SelectionSelection

Performance Appraisal

Performance Appraisal

Training and Development

Training and Development

Compensation Management

Compensation Management

Determine recruitment qualificationsDetermine recruitment qualifications

Provide job duties and job specifications for selection process

Provide job duties and job specifications for selection process

Provide performance criteria for evaluating employees

Provide performance criteria for evaluating employees

Determine training needs and develop instructional programs

Determine training needs and develop instructional programs

Provide basis for determining employee’s rate of pay

Provide basis for determining employee’s rate of pay

Job AnalysisJob Analysis

•Job AnalysisJob Analysis The process of obtaining information The process of obtaining information about jobs by determining what the about jobs by determining what the duties, tasks, or activities of jobs duties, tasks, or activities of jobs are.are.

HR managers use the data to develop job HR managers use the data to develop job descriptions and job specifications descriptions and job specifications that are the basis for employee that are the basis for employee performance appraisal and development.performance appraisal and development.

The ultimate purpose of job analysis is The ultimate purpose of job analysis is to improve organizational performance to improve organizational performance and productivity.and productivity.

The Process of Job Analysis

Determining Job RequirementsDetermining Job Requirements

• What employee doesWhat employee does• Why employee does itWhy employee does it• How employee does itHow employee does it

• What employee doesWhat employee does• Why employee does itWhy employee does it• How employee does itHow employee does it

• Determining job requirementsDetermining job requirements• Determining job requirementsDetermining job requirements

• Summary statement of the jobSummary statement of the job• List of essential functions of the List of essential functions of the

jobjob

• Summary statement of the jobSummary statement of the job• List of essential functions of the List of essential functions of the

jobjob

• Employee orientationEmployee orientation• Employee instructionEmployee instruction• Disciplinary actionDisciplinary action

• Employee orientationEmployee orientation• Employee instructionEmployee instruction• Disciplinary actionDisciplinary action

• Personal qualifications required Personal qualifications required in terms of skills, education and in terms of skills, education and experienceexperience

• Personal qualifications required Personal qualifications required in terms of skills, education and in terms of skills, education and experienceexperience

• RecruitmentRecruitment• SelectionSelection• DevelopmentDevelopment

• RecruitmentRecruitment• SelectionSelection• DevelopmentDevelopment

Nature of:

Job AnalysisJob Analysis

Job DescriptionJob Description

Job SpecificationJob Specification

Basis for:

Job Analysis and Essential Job FunctionsJob Analysis and Essential Job Functions

•Essential FunctionsEssential Functions Statements in the job description of Statements in the job description of job duties and responsibilities that job duties and responsibilities that are critical for success on the job.are critical for success on the job.

A job function is essential if:A job function is essential if:1.1. The reason that the position exists is to perform the The reason that the position exists is to perform the

function.function.

2.2. A limited number of employees are available to perform A limited number of employees are available to perform the function.the function.

3.3. The function is specialized, requiring needed expertise The function is specialized, requiring needed expertise or abilities to complete the job.or abilities to complete the job.

Performing Job AnalysisPerforming Job Analysis

1.1. Select jobs to studySelect jobs to study

2.2. Determine information to collect: Determine information to collect: Tasks, responsibilities, skill Tasks, responsibilities, skill requirementsrequirements

3.3. Identify sources of data: Employees, Identify sources of data: Employees, supervisors/managerssupervisors/managers

4.4. Methods of data collection: Methods of data collection: Interviews, questionnaires, Interviews, questionnaires, observation, diaries and recordsobservation, diaries and records

5.5. Evaluate and verify data collection: Evaluate and verify data collection: Other employees, supervisors/managersOther employees, supervisors/managers

6.6. Write job analysis reportWrite job analysis report

Gathering Job InformationGathering Job Information

•InterviewsInterviews•QuestionnaiQuestionnairesres•ObservationObservation•DiariesDiaries

Controlling the Accuracy of Job InformationControlling the Accuracy of Job Information

•Factors influencing the accuracy of Factors influencing the accuracy of job informationjob information Self-reporting exaggerations and Self-reporting exaggerations and omissions by employees and managersomissions by employees and managers

Collecting information from a Collecting information from a representative sample of employeesrepresentative sample of employees

Capturing all important job informationCapturing all important job information Length of job cycle exceeding observation periodLength of job cycle exceeding observation period Lack of access to job site for personal observationLack of access to job site for personal observation Lack of familiarity with the tasks, duties, and responsibilities Lack of familiarity with the tasks, duties, and responsibilities

of a jobof a job Ongoing changes in the jobOngoing changes in the job

O*NET and Job AnalysisO*NET and Job Analysis

•Dictionary of Occupational TitlesDictionary of Occupational Titles ((DOTDOT)) A systematic occupational classification A systematic occupational classification structure based on interrelationships of structure based on interrelationships of job tasks and requirements.job tasks and requirements.

Contains standardized and comprehensive Contains standardized and comprehensive descriptions of twenty-thousand jobs.descriptions of twenty-thousand jobs.

•O*NET DatabaseO*NET Database A online database of all DOT occupations A online database of all DOT occupations plus an update of over 3,500 additional plus an update of over 3,500 additional DOT occupations.DOT occupations.

Data are collected and published Data are collected and published continuously.continuously.

Popular Approaches to Job AnalysisPopular Approaches to Job Analysis

Position AnalysisSystem

Position AnalysisSystem

Critical Incident Method

Critical Incident Method

Task Inventory Analysis

Task Inventory Analysis

Competency Job Analysis

Competency Job Analysis

Approaches to Job AnalysisApproaches to Job Analysis

•Position Analysis Questionnaire Position Analysis Questionnaire (PAQ)(PAQ) A questionnaire covering 194 A questionnaire covering 194 different tasks that, by means of a different tasks that, by means of a five-point scale, seeks to five-point scale, seeks to determine the degree to which determine the degree to which different tasks are involved in different tasks are involved in performing a particular jobperforming a particular job

•Critical Incident MethodCritical Incident Method Job analysis method by which job Job analysis method by which job tasks are identified that are tasks are identified that are critical to job success.critical to job success.

The job analyst writes five to ten The job analyst writes five to ten important task statements for each important task statements for each job under study.job under study.

A Sample Page from the PAQ

Approaches to Job Analysis (cont’d)Approaches to Job Analysis (cont’d)

•Task Inventory AnalysisTask Inventory Analysis Is an organization-specific analysis Is an organization-specific analysis developed by identifying—with the help of developed by identifying—with the help of employees and managers—a list of tasks and employees and managers—a list of tasks and their descriptions that are components of their descriptions that are components of different jobs.different jobs.

•Competency-Based AnalysisCompetency-Based Analysis Involves constant development of job Involves constant development of job profiles of current worker tasks, duties, profiles of current worker tasks, duties, and responsibilities that are “key” and responsibilities that are “key” competencies for use in creating job competencies for use in creating job descriptions, setting recruitment descriptions, setting recruitment requirements, and in performance requirements, and in performance evaluation.evaluation.

Approaches to Job Analysis (cont’d)Approaches to Job Analysis (cont’d)

•HRIS and Job AnalysisHRIS and Job AnalysisHuman resource information systems Human resource information systems (HRIS) and specialized software (HRIS) and specialized software help automate job analysis.help automate job analysis. Analyze jobs and write job descriptions and job Analyze jobs and write job descriptions and job

specifications based on those analyses.specifications based on those analyses. Combine job analysis with job evaluation and the Combine job analysis with job evaluation and the

pricing of organizational jobs.pricing of organizational jobs.

Key Elements of a Job DescriptionKey Elements of a Job Description

•Job TitleJob Title Indicates job duties and organizational Indicates job duties and organizational levellevel

•Job IdentificationJob Identification Distinguishes job from all other jobsDistinguishes job from all other jobs

•Essential Functions (Job Duties)Essential Functions (Job Duties) Indicate responsibilities entailed and Indicate responsibilities entailed and results to be accomplishedresults to be accomplished

•Job SpecificationsJob Specifications Skills required to perform the job and Skills required to perform the job and physical demands of the jobphysical demands of the job

Job DescriptionsJob Descriptions

•Job TitleJob Title Provides status to Provides status to the employee.the employee.

Indicates what the Indicates what the duties of the job duties of the job entails. entails.

Indicates the Indicates the relative level relative level occupied by its occupied by its holder in the holder in the organizational organizational hierarchy.hierarchy.

Job Descriptions (cont’d)Job Descriptions (cont’d)

•Job Identification SectionJob Identification Section Departmental location of Departmental location of the jobthe job

Person to whom the Person to whom the jobholder reportsjobholder reports

Date the job description Date the job description was last revisedwas last revised

Payroll or code numberPayroll or code number Number of employees Number of employees performing the jobperforming the job

Number of employees in the Number of employees in the department where the job department where the job is locatedis located

O*NET code number.O*NET code number. ““Statement of the Job”Statement of the Job”

Job Description for an Employment Assistant

Job Descriptions (cont’d)Job Descriptions (cont’d)

•Job Duties, or Essential Functions, Job Duties, or Essential Functions, SectionSection Statements of job duties that:Statements of job duties that:

Are arranged in order of importance that indicate the weight, Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it.percentage of time devoted to it.

Stress the responsibilities that duties entail and the results to Stress the responsibilities that duties entail and the results to be accomplished.be accomplished.

Indicate the tools and equipment used by the employee in Indicate the tools and equipment used by the employee in performing the job.performing the job.

Should comply with law by listing only the essential functions Should comply with law by listing only the essential functions of the job to be performed.of the job to be performed.

Job Description for an Employment Assistant (cont’d)

Job Descriptions (cont’d)Job Descriptions (cont’d)

•Job Specifications SectionJob Specifications Section Personal qualifications an individual Personal qualifications an individual must possess in order to perform the must possess in order to perform the duties and responsibilitiesduties and responsibilities

The skills required to perform the job:The skills required to perform the job:

– Education or experience, specialized training, personal Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities.attributes, and manual dexterities.

The physical demands of the job:The physical demands of the job:

– Walking, standing, reaching, lifting, talking, and the Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environmentcondition and hazards of the physical work environment

Job Description for an Employment Assistant (cont’d)

Problems with Job DescriptionsProblems with Job Descriptions

1.1.If poorly written, they provide If poorly written, they provide little guidance to the jobholder.little guidance to the jobholder.

2.2.They are not always updated as job They are not always updated as job duties or specifications change.duties or specifications change.

3.3.They may violate the law by They may violate the law by containing specifications not containing specifications not related to job success.related to job success.

4.4.They can limit the scope of They can limit the scope of activities of the jobholder, activities of the jobholder, reducing organizational reducing organizational flexibility.flexibility.

Writing Clear and Specific Job DescriptionsWriting Clear and Specific Job Descriptions

•Create statements that:Create statements that: Are terse, direct, and simply worded; Are terse, direct, and simply worded; eliminate unnecessary words or phrases.eliminate unnecessary words or phrases.

Describe duties with a present-tense Describe duties with a present-tense verb, the implied subject being the verb, the implied subject being the employee performing the job.employee performing the job.

Use “occasionally” to describe duties Use “occasionally” to describe duties performed once in a while and “may” for performed once in a while and “may” for duties performed only by some workers on duties performed only by some workers on the job. the job.

State the specific performance State the specific performance requirements of a job based on requirements of a job based on validvalid job- job-related criteria.related criteria.

Job DesignJob Design

•Job DesignJob Design An outgrowth of job analysis that An outgrowth of job analysis that improves jobs through technological and improves jobs through technological and human considerations in order to enhance human considerations in order to enhance organization efficiency and employee job organization efficiency and employee job satisfaction.satisfaction.

•Job Enrichment (Herzberg)Job Enrichment (Herzberg) Enhancing a job by adding more meaningful Enhancing a job by adding more meaningful tasks and duties (tasks and duties (vertical expansionvertical expansion) to ) to make the work more rewarding or make the work more rewarding or satisfying.satisfying.

Providing opportunities for achievement, Providing opportunities for achievement, recognition, growth, responsibility, and recognition, growth, responsibility, and performance.performance.

Basis for Job Design

Job Enrichment FactorsJob Enrichment Factors

• Increasing the level of difficulty and Increasing the level of difficulty and responsibility of the jobresponsibility of the job

• Allowing employees to retain more Allowing employees to retain more authority and control over work authority and control over work outcomesoutcomes

• Providing unit or individual job Providing unit or individual job performance reports directly to performance reports directly to employeesemployees

• Adding new tasks to the job that Adding new tasks to the job that require training and growthrequire training and growth

• Assigning individuals specific tasks, Assigning individuals specific tasks, enabling them to use their particular enabling them to use their particular competencies or skillscompetencies or skills

Job CharacteristicsJob Characteristics

•Job Characteristics ModelJob Characteristics Model(Hackman and Oldham)(Hackman and Oldham) Job design theory that purports that Job design theory that purports that three psychological states of a three psychological states of a jobholder result in improved work jobholder result in improved work performance, internal motivation, and performance, internal motivation, and lower absenteeism and turnover.lower absenteeism and turnover. experiencing meaningfulness of the work performedexperiencing meaningfulness of the work performed responsibility for work outcomesresponsibility for work outcomes knowledge of the results of the work performed knowledge of the results of the work performed

Job Characteristics (cont’d)Job Characteristics (cont’d) 5 Core Job Dimensions produce the 3 psychological states:5 Core Job Dimensions produce the 3 psychological states:

1.1. Skill variety:Skill variety: The degree to which a job entails a variety of The degree to which a job entails a variety of different activities, which demand the use of a number of different activities, which demand the use of a number of different skills and talents by the jobholderdifferent skills and talents by the jobholder

2.2. Task identity:Task identity: The degree to which the job requires completion The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcomefrom beginning to end with a visible outcome

3.3. Task significance:Task significance: The degree to which the job has a substantial The degree to which the job has a substantial impact on the lives or work of other people, whether in the impact on the lives or work of other people, whether in the immediate organization or in the external environmentimmediate organization or in the external environment

4.4. Autonomy:Autonomy: The degree to which the job provides substantial The degree to which the job provides substantial freedom, independence, and discretion to the individual in freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used scheduling the work and in determining the procedures to be used in carrying it outin carrying it out

5.5. Feedback:Feedback: The degree to which carrying out the work activities The degree to which carrying out the work activities required by the job results in the individual being given direct required by the job results in the individual being given direct and clear information about the effectiveness of his or her and clear information about the effectiveness of his or her performanceperformance

Job Characteristics ModelJob Characteristics Model

• Job Job CharacteristicCharacteristicss Skill Skill

varietyvariety Task Task

identityidentity Task Task

significancesignificance AutonomyAutonomy FeedbackFeedback

• PsychologicalPsychologicalStatesStates Meaningfulness Meaningfulness

of the work of the work performedperformed

Responsibility Responsibility for work for work outcomesoutcomes

Knowledge of Knowledge of the results of the results of the work the work performed.performed.

• JobJobOutcomesOutcomes Improved work Improved work

performanceperformance Increased Increased

Internal Internal motivationmotivation

Lower Lower absenteeism absenteeism and turnoverand turnover

Employee EmpowermentEmployee Empowerment

•Employee EmpowermentEmployee Empowerment Granting employees power to initiate Granting employees power to initiate change, thereby encouraging them to change, thereby encouraging them to take charge of what they dotake charge of what they do

Organizational conditions favoring Organizational conditions favoring empowerment:empowerment: Participation and autonomyParticipation and autonomy Innovation and acceptance Innovation and acceptance

of risk-takingof risk-taking Access to informationAccess to information Accountability for resultsAccountability for results Org. Culture is open to changeOrg. Culture is open to change

Industrial Engineering ConsiderationsIndustrial Engineering Considerations

•Industrial EngineeringIndustrial Engineering A field of study concerned with A field of study concerned with analyzing work methods and establishing analyzing work methods and establishing time standardstime standards

•ErgonomicsErgonomics An interdisciplinary approach to An interdisciplinary approach to designing equipment and systems that designing equipment and systems that can be easily and efficiently used by can be easily and efficiently used by human beingshuman beings

Designing Work for Group/Team ContributionsDesigning Work for Group/Team Contributions

•Employee Involvement Groups (EIs)Employee Involvement Groups (EIs) Groups of employees who meet to resolve Groups of employees who meet to resolve problems or offer suggestions for problems or offer suggestions for organizational improvementorganizational improvement

Also known as quality circles (QCs)Also known as quality circles (QCs)

Success with EIs requires:Success with EIs requires: Comprehensive training for group membersComprehensive training for group members

Recognition of the group’s contributionsRecognition of the group’s contributions

Continuing input and encouragement by managementContinuing input and encouragement by management

Use of a participative/democratic leadership styleUse of a participative/democratic leadership style

Computer Workstation Ergonomics Checklist

Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem.

1. Does the workstation ensure proper worker posture, such as

• Thighs in the horizontal position?

• Lower legs in the vertical position?

• Feet flat on the floor or on a footrest?

• Wrists straight and relaxed?

2. Does the chair

• Adjust easily?

• Have a padded seat with a rounded front?

• Have an adjustable backrest?

• Provide lumbar support?

• Have casters?

3. Are the height and tilt of the work surface on which the keyboard is located adjustable?

4. Is the keyboard detachable?

5. Do keying actions require minimal force?

6. Is there an adjustable document holder?

7. Are armrests provided where needed?

8. Are glare and reflections minimized?

9. Does the monitor have brightness and contrast controls?

10. Is there sufficient space for knees and feet?

11. Can the workstation be used for either right- or left-handed activity?

Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem.

1. Does the workstation ensure proper worker posture, such as

• Thighs in the horizontal position?

• Lower legs in the vertical position?

• Feet flat on the floor or on a footrest?

• Wrists straight and relaxed?

2. Does the chair

• Adjust easily?

• Have a padded seat with a rounded front?

• Have an adjustable backrest?

• Provide lumbar support?

• Have casters?

3. Are the height and tilt of the work surface on which the keyboard is located adjustable?

4. Is the keyboard detachable?

5. Do keying actions require minimal force?

6. Is there an adjustable document holder?

7. Are armrests provided where needed?

8. Are glare and reflections minimized?

9. Does the monitor have brightness and contrast controls?

10. Is there sufficient space for knees and feet?

11. Can the workstation be used for either right- or left-handed activity?

The Dynamics of Employee Involvement Groups

Benefits of Employee TeamsBenefits of Employee Teams

• Increased integration of individual Increased integration of individual skillsskills

• Better performance (quality and Better performance (quality and quantity) solutions to unique and quantity) solutions to unique and complex problemscomplex problems

• Reduced delivery timeReduced delivery time• Reduced turnover and absenteeismReduced turnover and absenteeism• Accomplishments among team membersAccomplishments among team members

How To Develop Team SynergyHow To Develop Team Synergy

Focus on QualityFocus on Quality

Acceptance of Acceptance of Member SkillsMember Skills

Consensus Consensus Decision MakingDecision Making

Disagree Disagree ConstructivelyConstructively

Listen and ClarifyListen and Clarify

SupportSupport

SYNERGYSYNERGY

Synergistic Team Characteristics

Team synergy is heightened when team members engage in these positive behaviors.

• Support. The team exhibits an atmosphere of inclusion. All team members speak up and feel free to offer constructive comments.

• Listening and Clarification. Active listening is practiced. Members honestly listen to others and seek clarification on discussion points. Team members summarize discussions held.

• Disagreement. Disagreement is seen as natural and is expected. Member comments are nonjudgmental and focus on factual issues rather than personality conflicts.

• Consensus. Team members reach agreements through consensus decision-making. Consensus decisions require finding a proposal that is acceptable to all team members, even if not the first choice of individual members. Common ground among ideas is sought.

• Acceptance. Team members are valued as individuals, recognizing that each person brings a valuable mix of skills and abilities to team operations.

• Quality. Each team member is committed to excellent performance. There is emphasis on continuous improvement and attention to detail.

Teamwork and SynergyTeamwork and Synergy

•SynergySynergy Occurs when the interaction and outcome Occurs when the interaction and outcome of team members is greater than the sum of team members is greater than the sum of their individual efforts.of their individual efforts.

Synergistic team member behavior Synergistic team member behavior characteristics:characteristics: Is supporting and inclusiveIs supporting and inclusive Listens and clarifiesListens and clarifies Disagrees but remains nonjudgmentalDisagrees but remains nonjudgmental Engages in consensus buildingEngages in consensus building Is accepting of othersIs accepting of others Is focused on quality and continuous improvementIs focused on quality and continuous improvement

Forms of Employee Teams

Cross-Functional Teams

A group staffed with a mix of specialists (e.g., marketing, production, engineering) and formed to accomplish a specific objective. Cross-functional teams are based on assigned rather than voluntary membership.

Project Teams A group formed specifically to design a new product or service. Members are assigned by management on the basis of their ability to contribute to success. The group normally disbands after task completion.

Self-Directed Teams Groups of highly trained individuals performing a set of interdependent job tasks within a natural work unit. Team members use consensus decision-making to perform work duties, solve problems, or deal with internal or external customers.

Task Force Teams A task force is formed by management to immediately resolve a major problem. The group is responsible for developing a long-term plan for problem resolution that may include a charge for implementing the solution proposed.

Process-Improvement Teams

A group made up of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management.

Characteristics of Successful TeamsCharacteristics of Successful Teams

• Commitment to shared goals and Commitment to shared goals and objectivesobjectives

• Motivated and energetic team membersMotivated and energetic team members• Open and honest communicationOpen and honest communication• Shared leadershipShared leadership• Clear role assignmentsClear role assignments• Climate of cooperation, Climate of cooperation, collaboration, trust, and collaboration, trust, and accountabilityaccountability

• Recognition of conflict and its Recognition of conflict and its positive resolutionpositive resolution

Obstacles to Effective Team FunctionObstacles to Effective Team Function

• Overly high expectationsOverly high expectations• Group compensationGroup compensation• TrainingTraining• Career movementCareer movement• Power shiftsPower shifts

Training Team MembersTraining Team Members

•Complete skills training in:Complete skills training in: Team leadershipTeam leadership Mission/goal settingMission/goal setting Conduct of meetingsConduct of meetings Team decision makingTeam decision making Conflict resolutionConflict resolution Effective communicationEffective communication Diversity awarenessDiversity awareness

Flexible Work SchedulesFlexible Work Schedules

•Compressed WorkweekCompressed Workweek Shortening the number of days in the Shortening the number of days in the workweek by lengthening the number of workweek by lengthening the number of hours worked per day.hours worked per day. The four-day, forty-hour week, generally referred to as 4/10 The four-day, forty-hour week, generally referred to as 4/10

or 4/40. or 4/40. Reducing weekly hours to 38 or 36 hours or scheduling 80 Reducing weekly hours to 38 or 36 hours or scheduling 80

hours over nine days (9/80), taking one day off every other hours over nine days (9/80), taking one day off every other week.week.

Flexible Work SchedulesFlexible Work Schedules

•BenefitsBenefits Recruitment and Recruitment and retention of employeesretention of employees

Coordinating employee Coordinating employee work schedules with work schedules with production schedulesproduction schedules

Accommodating the Accommodating the leisure-time leisure-time activities of activities of employees while employees while facilitating employee facilitating employee personal appointmentspersonal appointments

Improvements in Improvements in employee job employee job satisfaction and satisfaction and moralemorale

•DisadvantagesDisadvantages Overtime payments Overtime payments required by the Fair required by the Fair Labor Standards Act Labor Standards Act for employees for employees working over 40 working over 40 hours in one week. hours in one week.

The additional The additional stress on managers stress on managers and employees, and and employees, and long workdays can be long workdays can be exhausting.exhausting.

Flexible Work SchedulesFlexible Work Schedules

•FlextimeFlextime Working hours that permit employees the Working hours that permit employees the option of choosing daily starting and option of choosing daily starting and quitting times, provided that they work quitting times, provided that they work a set number of hours per day or week.a set number of hours per day or week.

All employees are required to be All employees are required to be present during a designated “core present during a designated “core period.”period.”

Flexible hours reduce absenteeism and Flexible hours reduce absenteeism and tardiness.tardiness.

Employees can schedule their working Employees can schedule their working hours for the time of day when they are hours for the time of day when they are most productive.most productive.

How to Request a Flexible Work Schedule

You may be thinking, “My manager would never agree to a flexible work schedule.” But that’s not necessarily so. When valued employees make reasonable scheduling requests, managers often try to accommodate employee proposals. Here are some proven strategies for securing different types of flexible work hour arrangements.

• Investigate. Look into similar arrangements others have made within your company or industry. Research company policy. Be realistic by providing a schedule that will fit the demands of your organization.

• Be Professional. Treat your request as a business proposal. Be positive and assume a “can-do” attitude.

• Be serious and present the proposal as a benefit to both you and your company. Present your idea as a “win-win” arrangement.

• Write It Out. Submit your request for a flexible work hour arrangement in a well-organized, detailed written proposal.

• Promote Yourself. Explain your value to your organization. Have others speak to your abilities—especially those in authority. Ask to be evaluated based on your quantity and quality of work rather than on the hours you actually spend on the job.

• Anticipate Questions. Be prepared for potential problems and have specific answers on how to deal with these issues. For example, how you will communicate or coordinate with other

employees.

• Propose a Review. Propose review dates to evaluate your new flexible schedule. Continually assess how you work with others and your manager.

Flexible Work SchedulesFlexible Work Schedules

•Job SharingJob Sharing The arrangement whereby two part-time The arrangement whereby two part-time employees perform a job that otherwise employees perform a job that otherwise would be held by one full-time employee.would be held by one full-time employee.

Job sharers may work three days a week, Job sharers may work three days a week, creating an overlap day for extended creating an overlap day for extended face-to-face conferencing.face-to-face conferencing.

•TelecommutingTelecommuting The use of personal computers, networks, The use of personal computers, networks, and other communications technology such and other communications technology such as fax machines to do work in the home as fax machines to do work in the home that is traditionally done in the that is traditionally done in the workplace.workplace.

Advantages of TelecommutingAdvantages of Telecommuting

• Increased flexibility for employeesIncreased flexibility for employees• Ability to attract workers who Ability to attract workers who might not otherwise be availablemight not otherwise be available

• Lessened burden on working parentsLessened burden on working parents• Less time and money wasted on Less time and money wasted on physical commutingphysical commuting

• Increased productivityIncreased productivity• Reduced absenteeismReduced absenteeism

Keys for Successful Telecommuting

• Identify jobs best suited to distance work. Identify jobs best suited to distance work. • Select responsible employees. Select responsible employees. • Establish employee feedback procedures and Establish employee feedback procedures and

performance review methods for evaluation.performance review methods for evaluation.• Establish formalized telecommuting procedures.Establish formalized telecommuting procedures.• Begin a formal training program.Begin a formal training program.• Keep telecommuters informed and “in the loop.”Keep telecommuters informed and “in the loop.”• Recognize when telecommuting isn’t working.Recognize when telecommuting isn’t working.