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0210 Bernard Hodes

Ryder, Royal Caribbean Cruises Limited, Office Depot, Inc., NCCI HoldingsInc. and Florida Power & Light Co. wanted to position themselves as thediversity employers of choice in South Florida. They were faced with perceivedand actual barriers to the recruitment and retention of minority candidates, andthey were all working with a limited budget. The objective was to attract andthen retain a diverse staff there in a cost-effective manner.

Strategy/Solution
    Our strategy entailed the formation of a Florida corporate recruitmentalliance: “The South Florida Avenue Coalition.” This unification wouldprove more effective for exhibition at national professional associationmeetings, conventions, and career fairs—specifically those sponsored byHispanic and African-American associations. Creating the coalition would alsomaximize exposure of Florida-based corporations, while achieving cost benefitsresulting from economies of scale. We needed to create an interest in thecultural activities and family oriented environment found in the area,propelling individuals to consider relocating for a career in Florida.


We coordinated the participation, design elements, public relations, andadvertising for all events. The coalition attended and marketed their unifiedimage at the 2000 and 2001 National Black MBA Association and National Societyof Hispanic MBAs. We promoted the participation of the South Florida AvenueCoalition to conference attendees with special advertising and public relationsactivities, and branded the companies as employers committed to buildingdiversity. (Editorial coverage included Equal Opportunity magazine, IN FOCUSinteractive magazine, South Florida Sun-Sentinel, BlackVoices.com, Miami Herald,Palm Beach Post, and Miami Times.) On both occasions, a section of theexhibition hall was converted into “South Florida Avenue.” Boothspace, advertising and public relations displayed a consistent message,effectively branding the Coalition and their commitment to diversity.


Research on diversity has yielded an indisputable fact: prospective employeesseek out jobs where people like them hold senior-level posts. Given that morethan 13.3 million immigrants arrived in the U.S. during the 1990s, and that thepopulation growth in the U.S. over the next 25 years will be concentrated amongpeople of color, filling posts within the dated modus operandi of homogenizedwork cultures is simply bad business. Failing to capitalize on the bestpractices of diversity nowadays means jeopardizing your company’s bottom line.


Marty Hanaka, chairman and CEO, The Sports Authority, Inc., now a Coalitionmember, said his company is devoted to the best practices surrounding diversityinitiatives.


“It is a business imperative that our company reflects the growingdiversity of our global community and enriches our customers’ experience bydrawing from each individual’s unique perspective on life and the businessenvironment,” said Hanaka. He added “The South Florida Avenue approachassists us in achieving this effort.”


Sam Mathis, vice president of Diversity, Office Depot, echoed this sentiment.“Office Depot is pleased to continue its partnership with the South FloridaAvenue Coalition. Our participation has enabled us to find quality and talentedemployees. We are committed to promoting and seeking out the best and thebrightest talent in South Florida. Our goal,” added Mathis, “is to build aninclusive workforce, while at the same time ensuring that we’re a role modelin the South Florida community.”


Result
    The South Florida Avenue Coalition established strong relationships with thecandidates, NBMBAA, NSHMBA, and the Coalition companies. They also made eighthires by the first quarter of 2002, and at a much lower cost than if they hadused executive search firms. Even more notable was their ability to expand thereach of individual recruiters by sharing resumes collected at the conferences.Public relations tactics generated an estimated 2.1 million impressions andcontributed to the overall diversity image of the member companies. Therecruitment effort grew from five companies in 2000, to 10 companies in 2001(including Burger King Corp., Citrix Systems Inc., JM Family Enterprises, Inc.,and The Sports Authority Inc.).


The year 2002 marks the third year in a row these South Florida-basedcorporations are leading change and improving the diversity in their managementranks through their diversity recruitment coalition.


For the members of South Florida Avenue, the Coalition met the needs andchallenges of each of their companies. In Bernard Hodes Group’s role as asolutions provider to our clients, we are often asked for best practicesolutions. Of course, our solutions are based on individual client companyculture, needs and objectives, and on a thorough assessment of process.

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Orlando’s Performance Appraisal and Merit Increase Program

Below is a copy of the City of Orlando’s Performance Appraisal And MeritIncrease Program for city employees.


1. OBJECTIVE: Provide a performance appraisal and merit program based onperformance that meets or exceeds standards. All positions are governed by thispolicy except Elected Officials, Appointed Officials, Civil Service Management,temporary, and those covered by collective bargaining agreements.


2. AUTHORITY: This procedure amended by City Council April 2, 2001, Item B6.


3. DIRECTION: Personnel Management Bureau Chief, as an appointed official,serves at the pleasure of the Mayor, and receives direction through theAdministrative Services/Management & Budget Director.


4. METHOD OF OPERATION:


A. Definitions


    The following words or phrases, for the purpose of this procedure, aredefined as follows:


  • Annual Review Period – from August 1st to July 31st.


  • Merit Increase – an annual increase in salary based on meeting orexceeding performance standards. Increases will be based on a percentage of themid-point of assigned pay grade.


  • Performance Bonus Award – a performance-related award processed as a lumpsum payment, not to become part of the employee’s base pay and is not includedas pensionable income.


  • Performance Factor – a key job responsibility, which is linked to theCity’s mission statement.

– Performance Goal – a projected result that is measured in terms of quality,quantity, and timeliness.


– Performance Increase Program – Provides recognition and reward forperformance that consistently exceeds standards in the form of a salaryadjustment.


– Probationary Employee – an employee assigned to a permanent position(full-time, part-time and contract) who has not completed an approvedprobationary period of employment with the City in that particular position.This period is six (6) months unless extended (see D.8.b., Extended ProbationaryRatings)


– Rater – an employee having direct authority over the employee rated, hereinreferred to as “Rater” or “Supervisor. “The rater isdesignated by a Bureau Chief, Department Director, Executive/AdministrativeOfficial, the Chief Administrative Officer, or the Mayor.


– Regular Employee – an employee who has successfully completed theprobationary period in a permanent position (full-time, part-time and contract).


– Reviewer – a Bureau Chief, Department Director, or Executive/AdministrativeOfficial, or designee, responsible for the actions of the rater.


B. Policy


  1. Employees’ performance is formally evaluated in August of each year.


  2. Employees who have completed six (6) months’ service as of September 30thwill be eligible to receive the approved merit increase. Employees with lessthan six (6) months’ service as of September 30th (those employees hired on orbefore the last working day prior to September 30th) are eligible to receive amerit increase after completing six (6) months’ service.


  3. Eligible employees who have been promoted/transferred/demoted and are in aprobationary status as of September 30th may receive a merit increase uponcompletion of their probationary period. Note that if these employees’ pay fallsbelow the minimum of their assigned pay grade, their salary will be adjusted tothe minimum of the grade, when, and if, salary ranges are adjusted (normally thebeginning of the pay period closest to October 1st of each year). However, uponcompletion of their probationary period, if a merit increase is to be awarded,the employee will receive the difference between recommended merit amount andthe range adjustment amount received.


  4. Employees who receive an overall rating of Below Standards may becompensated at rates that are less than the minimum of their assigned pay range(see D.4, Overall Below Standards Rating).


  5. Employees hired on or after October 1st are not eligible to receive amerit increase for the current rating period.


  6. Employees covered by this policy may be eligible to receive a salaryincrease, based on continuous performance that exceeds standards, through thePerformance Increase Program.


  7. Employees covered by this policy may be eligible to receive a PerformanceBonus Award. This award is a lump sum payment not to become part of theemployee’s base pay, and is for timely recognition of significant contributionsover and above normal job requirements. Awards may be given at any timethroughout the review cycle.

C. Description of Performance Appraisal Systems


    All employees covered by this policy are evaluated by comparing performancewith established performance factors and defined performance levels.


    1. Performance Factors


Employees in both exempt and non-exempt positions are evaluated on the basisof standardized performance factors  designed to measure significant dimensionsof their positions.


    There are five (5) performance factors applicable to all positions:


  • Innovation


  • Responsiveness


  • Knowledge


  • Courtesy


  • Professionalism

    There are three (3) additional performance factors for supervisory positions:


  • Leadership


  • Planning & Controlling


  • Teamwork

    All performance factors are defined on the Performance Appraisal Form808.22.1.


    2. Establishing Performance Goals


It is recommended that goals be established for employees in exempt andnon-exempt positions. Employees develop their performance goals and discuss themwith their supervisor to ensure conformity with unit objectives and the City’smission statement. Mutually agreed upon goals are submitted to reviewer toensure consistency with office/bureau and departmental objectives. Forprobationary employees, supervisors develop goals.


    3. Rating Employee’s Performance


An employee’s performance is rated on the degree to which employeedemonstrates behaviors described within each pre-established performance factorand, where applicable, on the basis of attainment of performance goals. For eachperformance factor the rater selects the level, which most closely describes theemployee’s performance. The four (4) levels of performance used in ratings are:


  • Exceeds Standards – Performance consistently exceeds job requirements;demonstrates exceptional productivity, efficiency, and effectiveness.


  • Meets Standards – Performance consistently meets job requirements,demonstrates productivity, effectiveness, and competency.


  • Needs Improvements – Performance does not consistently meet all jobrequirements; improvement is necessary to attain expected level of performance.


  • Below Standards – Performance is consistently below job requirements; doesnot demonstrate necessary skills and abilities.

    4. Establishing Overall Ratings


The rating for each factor is typically the rating most frequently given (themodal value). However; if all factors are of equal importance and if there aretwo modal values (a tie), the overall rating is at the lower level.


In determining the overall rating, the rater considers:


  1. The rating most frequently given;


  2. Any unforeseen conditions affecting the achievement of the goals; and


  3. The relative importance of each factor.

If, however, one factor is considered significantly more important than theother, this must be signified on the form and can be taken into considerationwhen establishing overall ratings.


    5. Frequency of Ratings


An employee’s performance is formally evaluated at the end of the AnnualReview Period with the following exceptions.


a.    Probationary Ratings – A probationary employee’s performance is evaluatedprior to the completion of the approved probationary period.


Probationary ratings are to be forwarded to the Classification and PaySection no later than fifteen (15) calendar days prior to the close of theprobationary period.


Should an employee’s performance improve or deteriorate significantly anytime prior to the close of a probationary period, the preliminary performanceevaluation may be modified.


b.    Extended Probationary Ratings – Should a probationary employee’s overallperformance be less than Meets Standards and the employee is not terminated, thereviewer may request, in writing, that the employee’s probationary period beextended not to exceed ninety (90) additional days. The employee’s performanceis evaluated prior to the completion of this extended probationary period.


c.    Transfer/Termination of Rater – A performance evaluation is submitted onan employee at the time of transfer, promotion, or termination of the rater forreasons other than termination for cause, provided an employee performanceevaluation has not been completed within ninety (90) days.


d.    Diminished Performance – If at any time during the review period anemployee’s performance diminishes and becomes overall Below Standards, theemployee should be counseled to determine the cause and identify specificcorrective action. If improvement is not achieved within 30 days, the employee’sperformance should be evaluated and the employee placed on probation, not toexceed 90 days. If the employee’s performance has not reached at least a NeedsImprovement overall rating, the employee will be terminated. Documentation tosupport this action must be attached. The employee may be terminated at any timeduring the probationary period. Refer to Policies & Procedures 808.20


Reviewers are responsible for ensuring all documents are forwarded to theClassification and Pay Section according to the time requirements outlined inthis policy.


    6. Appeals


A permanent employee may appeal an evaluation rating in writing to the OfficeHead/Bureau Chief through the immediate supervisor within three (3) working daysfrom the date the employee is advised of his/her evaluation rating.


The Office Head/Bureau Chief will hold a meeting with the immediatesupervisor and the employee for the purpose of settling differences in thesimplest and most direct manner. The Office Head/Bureau Chief will make adecision and communicate it to the employee, in writing, within five (5) workingdays from the date the complaint was received.


If the complaint is not resolved to the employee’s satisfaction by the OfficeHead/Bureau Chief, the employee may forward the written complaint to theappropriate Director within three (3) working days of the date of notificationfrom the Office Head/Bureau Chief.


The Director will hold a meeting with the employee, immediate supervisor,and/or Office Head/Bureau Chief. The Director will make a decision andcommunicate it to the employee, in writing, within five (5) working days fromthe date the employee’s complaint was received by the Director.


D. Administration


    1. Performance Appraisal


At the beginning of the Annual Review Period the Personnel Management Bureau,Classification and Pay Section will distribute performance appraisal forms forDepartments unable to access them from their networks.


    2. Establishing Standards, Goals and Objectives


Employees will review the standardized performance factors established fortheir positions. Supervisors (raters) meet with employees to review theperformance appraisal system, discuss job requirements and standards that areapplicable to the position, and, if feasible, jointly establish goals andobjectives for the coming year.


Employees and reviewers sign the performance appraisal form to signify thisprocess was accomplished.


    3. Monitoring Performance


To measure progress toward the accomplishment of established performancegoals and the performance of job requirements, supervisors should maintainaccurate and specific documentation of employee performance.


Supervisors should provide feedback to their employees on a regular basisregarding performance. However, supervisors must conduct at least one interim(mid-year) review to ensure that activities are proceeding according toexpectations, identify areas needing improvement, initiate corrective actions,and identify any changes in job assignments that may require adjustments toexpectations or goals. Supervisors are required to document this midyear review.


    4. Rating Employee Performance


Interim Review


During the interim (mid-year) review, Supervisors complete the PerformanceAppraisal Form using the modal decision making process and meet with thereviewer to obtain concurrence. Supervisors meet with the employee to discussperformance ratings. Completed appraisals are to be signed by the employee,rater and reviewer.


Annual Review


At the end of the Annual Review Period, supervisors complete the performanceappraisal form using the modal decision making process and meet with thereviewer to obtain concurrence. Supervisors meet with employee to discussperformance ratings. Completed appraisals are to be signed by the employee,rater and reviewer.


Overall Below Standards Rating


When an employee receives an overall Below Standards rating and is notterminated, demoted or transferred, the employee’s performance must bereassessed within three (3) months, with specific attention directed tocorrective action on the identified poor performance rating. If the employee’sperformance has not reached at least a Needs Improvement overall rating, theemployee will be terminated. Documentation to support this action must beattached.


Overall Needs Improvement


When an employee receives an overall Needs Improvement rating no increasewill be awarded. However, after 90 days the employee will be re-evaluated. Ifthe rating improves to overall Meets Standards an increase of 50% of thedesignated percentage of mid-point increase or the adjustment to the minimum ofthe salary range, whichever is greater, may be given.


5. Processing Merit Increases


Before the end of the Annual Review Period, the Classification and PaySection distributes the computer printouts, and any other information anddocuments to facilitate the processing of merit increases.


Departments duplicate and provide a copy of the Performance Appraisal Form tothe employee/recipient, maintain a copy for their files, and send the originalsand computer printouts to the Classification and Pay Section on or beforeSeptember 1st. The final page of the computer printout must be signed by anappointed official to signify approval.


The Classification and Pay Section reviews all documents for compliance withpolicy, and processes the appropriate increases.


Increases are effective the beginning of the pay period closest to October1st. No employee’s salary will exceed the maximum of their assigned salaryrange.


6. Processing of Performance Increase Program Adjustments


This program will be used to reward performance that consistently exceedsstandards. Managers will have the ability to award an increase in pay, which isapplied to an employee’s base salary. Two percent of payroll will be set aside,in a separate departmental fund for the Performance Increase Program.


Salary increases for performance that consistently exceeds standards can beawarded at any time throughout the review period (fiscal year). An employee mayreceive up to two (2) increases through this Program during the review period(fiscal year). However, the maximum percent increase allowed through thisprogram in any one fiscal year is 6%. If an employee receives two (2) increasesfor performance that consistently exceeds standards, the cumulative total maynot exceed 6%.


Department Directors/Office Heads are responsible for monitoring funds andemployee eligibility.


Each Department Director/Office Head will determine how funds will beallocated within their respective department/office, which recommendationsjustify recognition, the appropriate bonus amount, and will ensure consistentand equitable consideration of all recommendations and awards.


An Employee Award Form must be completed for each increase, giving details ofmajor accomplishments. Forms must be signed by the Department Director/OfficeHead, and forwarded to Personnel Management, Classification and Pay Section, forreview and processing.


Performance increases will be processed effective the beginning of the payperiod following review by Classification and Pay.


7. Processing of Performance Bonus Awards


This program is designed to provide timely recognition and reward forsignificant contributions, above and beyond normal job requirements, to theoverall accomplishments of the department and/or City. Therefore, bonuses may beawarded at any time within the fiscal year. This program will operate asfollows:


Management and Budget will set up special accounts for each department/officeand will determine the dollar amount given annually by calculating a percent ofsalaries of eligible employees within each department/office. This percentagewill be determined annually by the Chief Administrative Officer.


Each Department Director/Office Head will determine how funds will beallocated within their respective department/office, which recommendationsjustify recognition, the appropriate bonus amount, and will ensure consistentand equitable consideration of all recommendations and awards.


The minimum bonus award amount is $100; the maximum amount is $1,250 peraward.


There is no limit set on the number of times an employee can receive a bonus.However, an employee may not receive bonuses in excess of $2,500 during anyfiscal year.


The bonus award amounts will not be added to base salary and is notpensionable.


Department Directors/Office Heads are responsible for monitoring funds andemployee eligibility.


An Employee Award Form (808.22.2) must be completed for each bonus award,giving details of major accomplishments. Forms must be signed by the DepartmentDirector/Office Head, and forwarded to Personnel Management, Classification andPay Section, for review and processing.


Checks will be issued on normal pay days. Completed Employee Award Forms mustbe submitted to Personnel not later than the deadline date, 5 p.m., of the weekprior to pay day.


E. General Instructions


    The following should be kept in mind by all raters and reviewers:


1. Complete the Performance Evaluation Form without the employee beingpresent.


2. Consider each factor separately, taking into account only that particularfactor which is being rated. Do not be influenced by your general opinion of theemployee’s overall performance.


3. Be objective in evaluating the employee’s performance so that eachfactor’s rating accurately describes the level of performance in the particulararea being considered. The usefulness of any performance review depends almostentirely upon the understanding, impartiality, and objectivity with whichratings are made. The care and skill used by supervisors in rating employee’sperformance are measures of supervisory ability to direct the work ofsubordinates.


4. Do not be influenced by one or two unusual incidents, but rate in terms ofthe employee’s regular day-to-day performance during the entire period beingconsidered.


5. Consider the evaluation in terms of the employee’s present duties, not interms of the duties of a different, higher, or lower classification.


6. Do not consider potential value or personal abilities of the employee,except as they are actually revealed in and used on present work assignments.Ratings should reveal what the employee actually does in the present position.


7. In rating individual factors, remember that it is entirely possible forthe ratings to differ between factors. An employee’s performance in certainfactors may be better than it is in other factors.


8. Ratings should reveal the rater’s observations of the employee’s workperformance. The opinion of others should not influence the ratings, except whenthe rater has sought out such opinion from others for whom the employee performswork.


9. Raters always include written comments for ratings other than MeetsStandards. Raters are encouraged to provide comments for all ratings as well assuggestions for development on the form. Concrete and relevant comments shouldbe provided to document and justify the rated level of performance. Supervisorsare encouraged to use additional paper, as necessary, to describe more fully theemployee’s ratings, to outline a plan of action to improve or maintainperformance, to commend exceptional work efforts, etc.


10. It must be remembered that the evaluation of an employee’s performance isa continuing process of day-to-day observance and not merely an extra activitywhen ratings are made. Supervisors are urged to keep a notebook or log for thepurpose of documenting each subordinate’s performance, thus maintaining accuraterecords to be used in the evaluation process.


11. Supervisors should not expect an employee to meet performancerequirements unless the employee was made aware of all job requirements.Likewise, an employee cannot be held responsible for work assignments unlessthey have received understandable instructions from the supervisor. Thesupervisor has the direct responsibility to develop the employee with respect tototal job performance. If the employee is not performing at an acceptable level,they should be told how and in what respect they are failing. and how to improveperformance. This is one of the supervisor’s most fundamental responsibilities.


12. It is mandatory that the rater discuss the evaluation thoroughly andcompletely with the employee after the reviewer has made comments. Theevaluation interview provides the supervisor the opportunity to again review theposition requirements with the employee and advise on the methods, procedures,techniques, and practices which must be applied in order to bring performance upto an acceptable level. This is the supervisor’s opportunity also to praise theemployee for good work. After the evaluation report has been discussed, theemployee signs the form to indicate that the ratings have been discussed andreviewed, not to signify employee’s concurrence with the ratings.


13. A performance evaluation is a personal matter and should never bediscussed with the rated employee’s fellow workers.


14. FORMS: Performance Appraisal Form, 808.22.1; Employee Award Form,808.22.2.


15. COMMITTEE RESPONSIBILITIES: None.


16. REFERENCE: City Council Minutes July 10, 1972, Item 28; amended November13, 1972, Item 42; amended July 16, 1973, Item 26; amended December 16, 1974,Item 27; amended July 6, 1976, Item 18. Re-numbered from 708.22 and amendedSeptember 19, 1983, Item 6A-8; amended September 8, 1986, Item 28A-22; amendedMay 16, 1988, Item 19A-5; amended April 1, 1991, Item 3/43; amended June 21,1993, Item 2-P; amended September 27, 1993, Item NN; amended July 10, 1995, ItemUU; amended October 21, 1996, Item 8-YY; amended October 25, 1999, Item 3-A;amended April 2, 2001, Item B6.


17. EFFECTIVE DATE: This procedure effective April 2, 2001.


SOURCE: Reprinted with permission from “Human Resources Center Series:Compensation Strategies in the Public Sector,” International PersonnelManagement Association (IPMA). For more information, visit www.ipma-hr.org orcall (703) 549-7100.


Workforce Online, October 2002 — Register Now!

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Sample Job-Sharing Policy and Request Form

job sharing, team

This policy was prepared by the division of human resources in the Colorado Department of Personnel & Administration. It includes:

What is job sharing?
Job sharing is a flexible means of pooling the talents and energies of two part-time employees to perform the work of one full-time job. Employers can use this option to accommodate the changing workforce and business needs.

Is job sharing an option in the state personnel system?job sharing, team
Job sharing is an option that has had executive support in the state personnel system since 1977. It has been endorsed by several governors, through executive orders, as an appropriate and beneficial practice. Appointing authorities are urged to utilize this flexible management tool.

When is job sharing appropriate?
There are almost no situations or jobs where job sharing is inappropriate,even supervisory or managerial jobs. It can be used in any number of situations,on an ongoing or as-needed basis, including the following examples:

  • An alternative to layoffs and temporary help;
  • An apprenticeship or training program;
  • A potential accommodation for those with permanent or temporary disabilities;
  • A way to retain valued employees during life changes, e.g., parenting,elder care, approaching retirement, continuing education which benefits the employer, etc;
  • A method for utilizing talent that is also in high demand in the private sector; and,
  • A means of attracting workers from a shrinking, changing labor pool,especially in hard-to-fill positions.

What are the benefits of job sharing?
    An increasing number of workers are deciding that part-time work is most suitable in meeting their career and personal circumstances. Job sharing allows the state to accommodate these desires while capitalizing on the skills, energy,and talent of these employees. Several studies document the advantages of well-planned job sharing.

Increased productivity. Studies show that job sharers may be more productive than their full-time counterparts who are affected by stress, fatigue, burn-out,etc. Job sharing employees tend to be more motivated because of a personal interest in the success of this voluntary arrangement. Reports also say that less supervision is actually required of these employees.

Lower turnover and higher morale. Generally, employees perceive their jobs more favorably in shared situations and because the arrangement meets their needs, they are less likely to leave. Increased job satisfaction results in increased customer satisfaction.

Lower training costs. A trained partner is on hand to provide stable performance and to train a replacement.

Lower overtime costs. Two highly motivated part-time employees working close to 100 percent capacity can reduce costs and the need for overtime from one full-time employees.

Better job coverage. The partners have the flexibility to schedule time to cover for each other’s vacations and illnesses, which can potentially reduce disruption from leave. The workload can be better managed and decrease the need for layoffs and temporaries.

Improved quality. The collaboration of two highly motivated people with complementary backgrounds can improve work processes and the quality of problem solving and decision making. Complementary backgrounds of the partners can enhance the talents brought to the job and the work unit.

Competitive edge. With the demographics and changing values in the workforce,recognizing and accommodating personal and work needs gives the employer the competitive edge in recruiting from a shrinking pool of talent. The scarcity of skilled workers is not expected to ease in the foreseeable future.

What are the costs of job sharing?
    There may be some additional costs to job sharing. They are marginal and studies indicate they are quickly offset by improved productivity and other benefits. The arrangement can actually result in a net savings depending on how it is set up.

  Recordkeeping. Either two part-time positions must be created or one is created and the current full-time position reduced. Two sets of paperwork will be needed for payroll, leave records, job descriptions, performance documents,etc.

Salary. There is no additional cost. In fact, this is an area where savings may be realized if the new partner is at a lower base pay rate (same pay range or a lower-level class).

Benefits. Benefits premiums and unemployment insurance are required for both employees. There should be no additional cost for PERA and again, there could bea savings in the employer’s contribution depending on the salary of the new partner.

Leave time. There is no additional cost. If employees fill in for each other when absent, there is less disruption and lost productivity from the leave.

    Equipment and space. There is no additional cost unless schedules overlap significantly.

How is job sharing created?
Careful planning and patience is needed if job sharing is to succeed. It can be initiated by current employees, applicants, a supervisor or manager. Many times, when employees and managers actively work together, the better the arrangement. The following steps are offered as assistance in establishing the arrangement and their order should be adjusted to fit the specific circumstances.

  1. Find a partner. A partner can be someone in the organization or outside.Preferably, it is someone you have worked cooperatively with before. Consider backgrounds, which can be similar or complementary. Consider compatibility,e.g., like and respect for each other, the other person’s flexibility, ability to communicate openly and easily, similarity of work styles and the ability to work through differences together. Consider and discuss personality traits,e.g., personal preferences, career goals, work habits, past work histories,expectations.
  2. Find a job to share. Prepare a joint resume listing combined knowledge,skills, and abilities. Talk about work activities you enjoy. Find a job or several potential job classes of interest. Make initial contact with the agency or manager.
  3. Develop a plan. Consider all the aspects and potential issues of job sharing for the work unit. Create a work plan that outlines the specifics of the arrangement for the work unit. Some considerations include the following.
  1. Objectives. Define what the goals of the arrangement are and why it is good for the work unit. Think about all perspectives: the partners, co-workers, customers, managers.
  2. Schedule. Determine the actual work times. Consider the adequacy of staffing and any impact on the schedules of others (e.g., co-workers, subordinates). If swapping of work schedules is allowed, prior approval is recommended.
  3. Division of duties. How will the work of the job be divided? Job sharing consists of two basic options, paired (same class) or split level (different classes), which will impact how the work is divided. Consider the degree of interchangeability or individuality desired. Also consider equipment needs and usage.
  4. Communication. Work this out ahead of time. The goal is to keep the work moving on schedule. How will sharers communicate with each other, e.g., notes, log or diary, phone, e-mail? How will the partners communicate with others, e.g., take calls for each other? How will the supervisor communicate with them, e.g., talk to one or both for a given assignment?
  5. Supervisory arrangements. Consider what things will require more or less of the supervisor’s time. The employees’ personal interest in protecting the arrangement can make it easier to supervise.
  6. Criteria for review of requests. The manager should determine what will be considered when reviewing a request. Consider under what circumstances the arrangement may need to be terminated.
  7. Potential issues. Consider other factors that may impact the arrangement. For example, identify costs, any extra training, length and permanency of the arrangement, times to reevaluate the arrangement, what will happen if one partner quits (how long to allow for a replacement), how to handle accountability and any differences in quality or production of work.
  1. Sell the plan. Employees submit a written request and meet with the manager in person to discuss it. Reach an understanding and document the specifics of the arrangement. Be prepared to discuss the details of the plan.Remain flexible. Discuss concerns and jointly resolve any differences. Remember that job sharing is a privilege, not a right, and may need to be modified for business reasons.

Hint: Try a pilot or trial run and address issues as the come up. Expect some adjustments along the way.

For more information, contact your human resources office.

 

SAMPLE FORM

JOB SHARING REQUEST

I. (Employees complete this section.)

Department: _______________ Division: _______________

Date: _________________

Name: _________________Class Title:__________________

Name: _________________Class Title:__________________

Position #: ___  Exempt: ____  Non-Exempt: ______

Position #: ___  Exempt: ____  Non-Exempt: ______

Describe your proposed work schedules:

Start/Stop Times

Start/Stop Times
Sunday Sunday
Monday Monday
Tuesday Tuesday
Wednesday Wednesday
Thursday Thursday
Friday Friday
Saturday Saturday
Total Weekly Hours Total Weekly Hours

How will the duties be divided or shared? Attach a listing of the duties and responsibilities (e.g., PDQ) for the two positions.

How will your proposed job sharing sustain or enhance your performance and that of the work unit?

What potential barriers could your arrangement raise with:

1. External customers

2. Internal customers

3. Co-workers

4. Your manager

How do you suggest overcoming any challenges with these groups?

(If applicable): Describe any additional work-related equipment/expense that your arrangement might require. Detail any short- or long-term cost savings that might result from your job share.

1. What communication methods do you propose for you and your partner and you and your supervisor?

2. What is your plan for covering absences?

3. What do you propose to do if you need to replace a partner?

4. What review process with your manager do you propose for constructive monitoring and improvement of your job share? Are there measurable outcomes to use in the review process?

II. (Manager completes this section.)

Request for job sharing is____ approved or _____ declined. If declined, please describe why:

Date: _____ Manager’s, or designee, signature_______________________

Date: ____  Employee’s signature(s)_______________________________

Effective Date of job share: Beginning_________________________________

(If option is time limited or terminated): Ending_____________________________

Manager: Please send copies of this form and any attachments to the human resources office for the official personnel file.

From “Alternative Work Schedules,” May 2002, reprinted with permission of HR Center Series, published by the International Personnel Management Association, 1617 Duke Street, Alexandria, VA.

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Product Showcase Recognition and Incentives

This showcase has dozens of ideas, from lattes to aromatherapy to perfect-for-anyone gift cards and customized music. All of it can be tailored for your budget and your employees’ preferences. There’s no reason not to start saying thanks—right now. 


Bath & Body Works
Eddie Bauer
Starbucks
OC Tanner Company
MTM Jostens Recognition
Terryberry
Universal Music Group
Bennett Brothers, Inc.
JC Penny

 


Bath & Body Works

Bath & Body Works
7  Limited Parkway East
Reynoldsburg, OH 43068
P: (800) 688-7075
F: (614) 856-7913
E: corporategifts@bbw.com

Give the gift of well-being

    As a business leader, you’re always looking for new ways to reward top clients and associates. Bath & Body Works has created a corporate incentives program that just may be the perfect solution: Bath & Body Works Gift Certificates. They’re a wonderful way to personalize your incentives program.

    Bath & Body Works Gift Certificates allow their recipients to choose what’s right for them—from personal care to home fragrance in the colors and scents they prefer. There aren’t many gifts that do that. Giving Bath & Body Works Gift Certificates will reassure the recipients that their company recognizes and values their efforts. With over 1,600 stores nationwide, you can be sure that when you give our gift certificates, they’ll be put to good use. Everything in our stores is fresh and forever evolving to fit our customers’ lifestyles.


  



  
 

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Eddie Bauer

Eddie Bauer
PO Box 97000 Redmond, WA 98073-9700
P: (800) 233-4174
F: (425) 755-4476
E: b2b@csc.eddiebauer.com
W: www.eddiebauerb2b.com

Inspired Incentives


    At Eddie Bauer we know what it takes to motivate people. We also realize that recognition can be challenging during the busyfourth quarter rush. This fall, why not choose simplicity by choosing Eddie Bauer Awards and Incentives?


    Gift Cards and Award Certificates remove the stress of purchasing gifts for a wide range of tastes. They allow your employees, clients, and business partners to select from our classic clothes, gear, and great furnishings for the home.


    Wallet-sized Gift Cards are available in denominations of $25 and $50. Award Certificates are available in any amount from $5 to $500. For further convenience and flexibility, Eddie Bauer offers three easy ways to shop: online, in catalog, and in our 500-plus stores.


    Whatever the situation, Eddie Bauer Awards and Incentives fit the bill. After all, it’s about providing solutions that build your business. Let our experts help you manage your account, tell you about our discounts for larger orders, and offer valuable advice about how Eddie Bauer’s Gift Cards and Award Certificates can work for you.


 


 

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Starbucks Business Gifts and Rewards


Whether you want to say thanks, well done, congratulations, or let’s go team, the Starbucks Card is the perfect way to say it. And say it personally. It’s good for anything your clients, colleagues, or employees might like from  Starbucks. Anyway they may like it.

Perfectly simple

  • You load the card with any amount from $3 to $500
  • They use it to buy anything at Starbucks stores*,


       


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The O.C. Tanner Difference


    O.C. Tanner helps organizations create powerful recognition experiences that build commitment, pride and performance.


    By offering unmatched resources, thousands of name-brand recognition awards and the most sophisticated technology, O.C. Tanner can help create high-impact, meaningful recognition experiences for every person at your company.


  • For your company: Strategic alignment that helps tie recognition to corporate objectives
  • For your HR professionals: Powerful, simple recognition program administration and valuable print and web-based communication tools
  • For your managers: Effective award-presentation training tools
  • For your employees: The industry’s largest section of top-quality awards honoring service, performance, sales, safety, and other achievements

Thousands of Experts Create “The Recognition Experience” ™


    For more than 75 years, O.C. Tanner has helped companies around the globe tie their employees’ achievements to company goals during powerful recognition events. O.C. Tanner’s client care and support is unmatched.


  • • Offices located throughout North America—so local support is never far away
  • • Program administration is managed through state-of-the-art automated systems—ensuring the right people get the right awards at the right time
  • • More than 2,000 experts assure you of top quality awards and support

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    Our team of professionals truly believes in the time-tested principle that Recognition…lifts the human spirit. We design and implement recognition programs that catch people doing the right things, honor significant performance and celebrate service milestones for many of the nations leading companies. Our recognition programs will impact your bottom line by strengthening your organizational culture and motivating your people to do great things.


About Us


    MTM Jostens Recognition is the largest and most diverse recognition awards manufacturer and distributor in North America. Our manufacturing capabilities are unmatched in the industry with in-house design and one-of-a-kind symbolic awards and fine jewelry. This, combined with our expert abilities in program administration is our primary focus. We have over 100 years of experience and expertise through craftsmen and artisans who have created world-class product including Olympic medals, Super Bowl Rings and fine custom jewelry for Corporate America. We are a one-stop-shop for everything from custom symbolic awards, complete recognition programs, incentive programs, spotlight awards and more.


There are many recognition companies out there—why MTM Jostens Recognition?


    Our pledge to you is to create a recognition program that … lifts the human spirit. This drives culture which in turn drives change and that adds to your bottom line. Our passion and focus is solely recognition. Our manufacturing capabilities make us the most unique and customer focused recognition company in the business. Our recognition consultants and customer service team are the finest in the industry. We are here to make a difference—let us show you how we can help drive your vision.


 

 


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    WWW.AwardChoice.com was intended to be the ultimate e-solution to employee recognition! Offering a sleek and thorough medium of promotion, it remains an efficient, cost effective yet accurate method of program administration. Employees with Internet access consider www.AwardChoice.com to be a user-friendly, yet empowering procedure culminating in their personal award selection. But, the fact that everything was seamlessly interfacing electronically didn’t stop Terryberry from improving upon perfection.


    WWW. AwardChoice.com-Gold is sure to surpass the expectations of our customers worldwide! For those instances when only a hard copy will suffice, www.AwardChoice.com-Gold allows any award selection brochure to be downloaded and printed immediately facilitating the physical distribution of information at the touch of a button.


    Human resource professionals were the first to embrace online recognition, although they were certainly not to be the last. Savvy sales managers, trainers, and department heads have realized that accomplishments that get reinforced often get repeated. These middle managers were in need of a performance management tool that could be tied directly to desired company-wide outcomes such as increased sales or customer service. In addition to providing a continuous focus on organizational goals, a program was needed to emphasize the importance of each employee to the organization, and to influence their sense of loyalty while encouraging a supportive and engaging work environment. Introducing Points @ www.AwardChoice.com an online, maintenance-free employee motivation system perfect for employers of all sizes. As managers reward desired results by assigning predetermined points to efforts and outcomes, motivated employees accumulate and track their individual totals online while they pursue the award of their choice.


Management experts agree that employee recognition is an essential business decision while administrators insist that it be timely, cost efficient and effective. Terryberry is determined to offer you practically effortless, affordable and expedient ways to recognize your employees. Remember, employee recognition is not an expense—it is an investment in your company outcomes!


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Answer: EVERYONE!


    At Universal Music Group, the world’s largest recording label, we’re certain your employees and clients would love a free CD! So why not give them a CD from Universal as part of your next rewards program or promotion?


    When you work with Universal Music Group, you’re working with the music industry leader. Our family of labels includes Island/Def Jam, Interscope, Geffen, A&M, MCA, MCA Nashville, Mercury Nashville, Universal Records, Motown, Verve Music Group, and Universal Classics, among many others. No other recording company can offer the variety of recordings available from Universal!


    We offer a number of different options to make your next rewards program or promotion success!
    1. Universal’s Music Rewards: Rewards certificates are only $10.50 (redeemable for one CD or two cassettes) and at that price, this rewards program can fit into any budget. Recipients can choose from over 750 titles from the most popular musical genres including Rock and Pop, R&B, Country, Jazz, Blues, Classical, Easy Listening, Soundtracks, and even Holiday music.
    2. Custom Music Premiums: We manufacture custom CDs and cassettes for use as premiums and incentives. We’ll help you choose the best music and packaging design. You can even supply your own artwork!
    3. Custom Music Retail: Retailers are looking to music more than ever as an ancillary product line to help promote their brand. Placed by registers or check-out, custom music CDs and cassettes are ideal impulse items and can make a significant contribution to your bottom line.


    Call us today or visit our website to learn more about music rewards and promotions. We can even send you a brochure (pictured at right) lavishly adorned with stunning graphics and a FREE sampler CD! We think you’ll agree… Music is Universal.

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Bennett Brothers, Inc.

 Bennett Brothers, Inc.
P: (800) 868-9132, Patrick McGonagle
F: (312) 621-1623
E: CYGIL@BennettBrothers.com
W: www.ChooseYourGift.com

Choose-Your-Gift® Is the Perfect Award or Incentive


Certificate name: Choose-Your-Gift®


Denominations: $16, $21, $25, $30, $40, $50, $75, $100, $150, $200, $250, $500 and $1,000.


Redemption: Recipients select a gift card and complete the prepaid postcard with name, address and gift selection. Easy online gift redemption is also available at www.ChooseYourGift.com


Expiration: Choose-Your-Gift® books are not valid after three years from date of issue.


Services: Name brand products, excellent value, quality service, and prompt delivery. Choose-Your-Gift® books are perfect for gifts, awards, and incentives. Available in 13 price levels from $16 to $1,000. Each 12-page book is a personal catalog with over 50 fine quality brand name products from which to choose. Price includes catalog, gift and shipping. Gift books are sent with inner gift and outer mailing envelopes. Order by phone, fax, mail or online. Full refund or credit made for all returned books.


Customization: Your company name can be imprinted on the front cover or beneath the message inside for an additional $45.


 


 


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Workforce, August 2002, pp. 56-68 — Subscribe Now!

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Sample Flextime Policy

This policy was prepared by the division of human resources in the ColoradoDepartment of Personnel & Administration, November of 2001. It includes anexplanation of the benefits offlextime, the drawbacks, a discussion of how aflextime schedule is created, and sample flextime requestforms.


The State of Colorado’s Work-Life alternative work arrangement programsstrive to offer flexibility to employees and managers. For many employees,primary values have switched from compensation to flexibility in support ofwork-life balance. These programs allow managers to carry out essentialbusiness, while accommodating an ever-changing diverse work force.


Individual state agencies have the right to decide how and whether toimplement alternative work scheduling programs. For more information see theattached documents or visit our Web site at (fill in address for your company):


What is flextime?
    Flextime is a way to redesign or restructure traditional work schedules sothe employee works daily hours different from regular office hours or works afull schedule in fewer days. Employers can use this option to accommodate thechanging workforce and business needs. Employees can use innovative schedulingto fulfill a variety of personal needs, including family responsibilities,routine health appointments, educational activities, and volunteer and wellnessactivities. This type of scheduling is flexible enough to be used on an ongoingor as-needed basis.


For example, the employee may take two hours to attend parent-teacherconferences and then make up the time during the same workweek. Flextime allowsan employee to manage personal and work activities without lost work time.Reduced work time (e.g., job sharing) and flexible work sites are also forms ofalternative work arrangements and can be used in conjunction with flextime, butthe focus here is on restructured work schedules.


Flextime comes with several options
    The most common form of flextime is a fixed schedule where the employee worksthe same set hours each day but it varies from the regular core business hoursof the office, e.g., 7:30 a.m. to 4:30 p.m. in an office that is normally openfrom 8:00 a.m. to 5:00 p.m. Other flextime options include the following.


    Daily Flex-schedule — a flexible schedule where the employee is free to sethis/her own work hours within limits established by management. There are threecomponents.


Core Period — the hours in a workday when all staff are needed, e.g., 9 a.m.to 11 a.m. and 1 p.m. to 3 p.m., when meetings are likely to be scheduled,customer contact is heaviest, etc.


Bandwidth — the hours during which managers allow flexible scheduling(includes the core period). It defines the earliest time employees may arriveand the latest time they may leave, e.g., 6 a.m. to 7 p.m.


Flexible Hours — the hours an employee chooses to work. Under one approach,work schedules can vary daily within the band without prior approval as long asthe full workweek is completed. A variation is staggered work hours whereemployees begin and end at individually based, fixed times that do not changedaily but may periodically change on specific dates. The arrangement can be usedon a permanent or temporary basis, e.g., to make up missed time.


    Compressed workweek — a flexible schedule where a full workweek is completedin fewer than five days by increasing the number of hours worked per day. Themore common examples are the four-day (10 hours per day) or three-day (12 hoursper day) workweeks.


    5 x 4 workweek — a flexible schedule where four days are worked in one weekand five in the next for a total of 80 hours. There are variations on this typeof schedule. The key is working 80 hours over a two-week period. Thisarrangement may require the redefinition of a workweek for employees who areeligible for overtime (two 40-hour weeks).


Is flextime allowed by the state personnel system?
    Several Executive Orders endorse flextime as an appropriate and beneficialemployment practice and urge managers to use the concept as business needspermit. An Executive Order also establishes the state’s employer policy onwork-related family issues. This policy promotes flexibility and innovation injob design and work hours. Managers are expected to make every reasonable effortto deal with work-life issues equitably, flexibly, and compassionately withoutadversely affecting the mission of the agency. By increasing awareness and use,the state can maximize the benefits from these creative, flexible arrangements.


Who is eligible?
    Any employee is eligible; however, not every job lends itself to flextime. Itwill depend on the nature of the job and the business needs of the work unit.Flextime is voluntary. Only the employee with an identified, documentedperformance problem should not be offered this option. Also, the manager mayexclude an employee whose presence is critical during standard work hours, e.g.,assembly line operations or small offices where no alternate coverage isavailable.


    Because of the requirement to pay overtime to employees in overtime-eligiblejobs, flextime schedules for these employees should be developed carefully.Flextime is not a right but a business arrangement. No employee is entitled toflextime and approval of the arrangement is the sole discretion of the employer.


What are the benefits offlextime?


  • Improved service and image. The work unit may be able to keep the office opento the public for more hours, giving greater access to services and an improvedimage of the agency.


  •  Reduced congestion in traffic and parking lots. Employees reduce thenumber of commuting trips and often when they do commute, it is during non-peakhours.


  •  Competitive edge. It can increase the pool of qualified job applicantswho otherwise might not be available or willing to consider state jobs. It alsohelps retain valuable employees because they can adjust their hours to meetpersonal needs instead of having to use leave or resign.


  •  Studies show that one of the top demands from today’s workforce isflexibility to deal with personal and career needs. This research also showsthat increasing numbers of employees have turned down “better” joboffers (more money) in favor of a less rigid working environment.


  •  Less use of paid leave. Employees have more time to schedule personalmatters during convenient non-work times instead of having to take leave. Forexample, appointments can be scheduled during non-work hours or time can moreeasily be made up. The employer does not lose productivity due to “down time.”


  •  Virtually eliminates tardiness. If an employee is late, time can bemade up sometime during the workweek. Employees can set their own start times tofit their “biological clocks” so the employer can take advantage ofemployees’ peak times.


  •  Better use of equipment. Congestion at office machines can be relieved,thus avoiding additional purchases.


  •  Better organization of work. Workflow and scheduling must be carefullyplanned to fit the workforce to the workload. Periods of peak activity and idletime are better managed so that more work can be done in the same number ofhours.


  •  Better management practices. Productivity is more validly judged bymeasuring results or contributions vs. watching time clocks. Time is scheduledmore effectively. For example, meetings, visits and phone calls can be scheduledduring core hours. More “quiet” time can be created to tackle workrequiring concentration. The result is better time management practices.


  •  Improved productivity. Employees feel more control over part of theirwork environment so they are more satisfied with their work. With improvedsatisfaction and morale comes more productivity. Flextime can result in greaterefficiency and quality of service, e.g., more continuous time to work with a4x10 schedule. Studies report that employees who are satisfied with their workenvironment and supervisory relationship deliver better customer service,resulting in improved customer satisfaction.


  •  Better managers. In an atmosphere of mutual trust and cooperation,managers can become more effective through improved relations, greater employeeparticipation in the management of the unit, increased productivity and qualityof service, etc. A manager has an opportunity to practice skills and enhancehis/her personal reputation as a good manager.


  •  No cost option. The work place can be improved at no cost. In somecases, overtime costs can be reduced or eliminated through improved workplanning and scheduling while increasing hours of coverage or service.


What are the drawbacks offlextime?


    It takes planning and adjustment to set up flextime initially. Thought mustbe given to supervisory arrangements, adequate staffing, communication, andcoordination and completion of work assignments and performance management.


    The nature of business and characteristics of a job or employee may not beappropriate for flextime.


    Without clear and adequate communication, there is a possibility thatflextime may come to be viewed as an entitlement.


How is a flextime schedulecreated?


    Flextime requires planning. The more carefully planned, the more likely allinvolved will see the benefits and the better the chances for success. Employeeinvolvement in the planning, implementation, and evaluation is stronglyencouraged as it can lead to better business decisions for the work unit.


  1. Develop a plan. Consider all aspects and potential impacts on the workunit. Create a plan that outlines the specific arrangement for the work unit.What is gained by using flextime? Define the objectives and the benefits orimpact to the work unit, manager, employee, co-workers, and customers.


Examine the work culture, nature of business, and operational needs for thework unit to determine if flextime is feasible, e.g., level of trust, level ofmanagement support, nature of services and jobs, amount of “face time”required as opposed to results, other flexible practices already in place. Howwill processes be used to document hours worked and results achieved? What aboutaccessibility in case of a business emergency or when the employee needs to bephysically present?


Consider the appropriateness of flextime for the jobholder, e.g., performancerecord, level of independence, demonstrated self-discipline and motivation,desire or ability to work longer days.


  1. Develop selection criteria. The manager determines what factors toconsider when making decisions on requests but primary is always operationalneeds in relation to job assignments and then the jobholders. These factorsshould be worked out ahead of time and be part of the written plan.

  1. Establish criteria for approving requests. Some ideas include possiblebenefits to the organization, potential drawbacks, requests by others in thework unit, duties of the job and if they can be effectively performed with thenew schedule, the level of staffing and supervision needed at various times, thelevel of service that would be provided to customers, the schedules of otheremployees outside the work unit with whom the job must coordinate, etc.


  2. Establish a way to break ties for requests. Some ideas includeperformance, seniority, draw lots, or rotation.


  3. Establish sanctions for abuse. Under what circumstances will the schedulebe terminated? Examples of abuse include inaccurate time sheets or a continuingdecrease in productivity that indicates an employee is not working duringflexible hours. Remember, evening cases where there is no abuse, the arrangementmay be discontinued at any time.


  1. Submit a written request. The employee submits a written request to themanager detailing the specific schedule desired. It should be submitted well inadvance of the desired start date for the new schedule. The employee should beprepared to discuss the details of the request and participate in resolving anyissues.


  2. Communicate and decide. The key to success is mutual trust and respect.The employee and manager should meet to discuss any concerns, jointly resolvedifferences, and reach an understanding on the terms of the arrangement.


  3. Document. It is advisable to document the specific arrangement. Rememberthat flextime is a privilege, not a right, and may need to be modified forbusiness reasons. Both should remain flexible because both have an interest inmaking the arrangement work. Both are also accountable for responsible use offlextime.


Hint: Try a pilot or trial run to test one or more options for a few monthsand address issues as they come up. Expect some adjustments along the way.


SAMPLE FORM A


FLEXTIME REQUEST/AGREEMENT


List your current schedule and the requested schedule.


Current Start and Stop Times

Requested  Start and Stop Time
Sunday Sunday
Monday Monday
Tuesday Tuesday
Wednesday Wednesday
Thursday Thursday
Friday Friday
Saturday Saturday
Total Work Hours Total Work Hours

I. (Employee completes this section.)


Name: ________________________________Date:____________________


Class Title: _____________________________


Exempt: _______ Non-Exempt:________


Division:_______________________________


How will your proposed schedule sustain or enhance your ability to get thejob done and the ability of the work unit to maintain production and service?


What potential challenges, including potential additional costs, could yourchanged requested schedule raise with:


External Customers  
Internal Customers  
Co-Workers  
Your Manager  

How do you suggest overcoming any challenges with these groups?


What reasonable measurements would you propose for you and your manager toconstructively monitor the flextime schedule and assess how your performance(e.g., productivity and service) is meeting or exceeding expectations? Are theremeasurable outcomes to use? Be as quantitative as possible.


II. 


(Division Director or designee completes this section.)


Request for flextime is __ approved.


Effective date of flextime: ____Ending date if temporary _____


Request for flextime is ____declined. If declined, please describe why:


III.


We understand that prior approval is required, including any subsequentchange to a different flextime schedule. Approval is the sole discretion of theDivision Director or designee and, if approved, may be modified or discontinuedat any time. The employee may also request to discontinue an approved flextimeschedule at any time.


Date: ______


Division Director’s (or designee’s) signature________________


Employee’s signature _________________________________


Original to human resources office forpersonnel file. Copies to employee and supervisor.


Revised: 11/1/01


 


SAMPLE FORM B


FLEXTIME REQUEST/AGREEMENT


I. Employee


Name: __________________________________ Date:______________


Class title: _______________________________


Exempt   ____  Non-Exempt____


Division: _____________Work unit/section: ____________________


II. Workweek


Current Schedule Start/Stop Times   Proposed Schedule Start/Stop Times
Sunday     Sunday  
Monday     Monday  
Tuesday     Tuesday  
Wednesday     Wednesday  
Thursday     Thursday  
Friday     Friday  
Saturday     Saturday  
Total work hours     Total work hours  

 


III. Suitability


How will the proposed schedule affect the ability of you and your work unitto get the job done? Please note to what extent your work depends on customersor other staff, requires the presence of a supervisor, how productivity can bemeasured, the impact on co-workers, and the impact on customer service.


IV. Approvals


Flextime is a management tool and the primary consideration is alwaysbusiness need, and approval of an alternative work schedule is at the solediscretion of the appointing authority. It is a privilege, not a right orbenefit, and an approved schedule may be discontinued or modified at any time.


Employee signature: _________________________________


Appointing authority signature: ______________________________ Date:_________


Approved. Effective date: ____________


End date (if temporary):____________


Declined. Reason: ____________________________________________________


Please file a copy of this document with the Human Resources Office


SAMPLE FORM C


A. FLEXTIME REQUEST/AGREEMENT


Date: __________________________


Name: _________________________


Current Work Hours: _______________


Requested Work Hours: _____________________


Supervisor Approval: ______________________________________________________


Basis for Request: Describe the basis for your request as it relates to thecompatibility of your job with an alternate schedule and the impact on thebusiness needs of your work unit, such as your workload, responsiveness tocustomers, impact on co-workers, staff coverage in the unit.


Supervisor: Submit completed request form to manager if outside 7:00 to 6:00,Monday through Friday.


SAMPLE FORM D


B. FLEXTIME REQUEST/AGREEMENT


Name: ________________________   Date:____________________


Division: ___________________Exempt: ________ Non-Exempt: ________


Current Work Hours: ______________


Requested Work Hours: ____________


Supervisor Approval: ______________________


Basis for Request: describe how your job is suitable for flextime and theimpact on the business needs of your work unit, such as your workload,responsiveness to customers, impact on co-workers, staff coverage, etc.


____Request is approved and effective on: ______________________


________Request is declined.


Division Director (or delegated authority)_________________________


Date: ___________


Original to Office of Human Resources for personnel file.


Copies to employee and supervisor by (insert date).


From “Alternative Work Schedules,” May 2002, reprinted with permission ofHR Center Series, published by the International Personnel ManagementAssociation, 1617 Duke Street, Alexandria, VA 22314, (703) 549-7100.


Workforce Online, September 2002 — Register Now!

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FlipDog — Booth 616

With the introduction of two new technology products, AutoPost and WebCandidateSearch 2.0, FlipDog solidifies its position as a leader in recruiting technology.  So many companies talk about leveraging the power of the Web for your recruiting efforts.  FlipDog actually does it!  Stop by booth 616 to find out more about how FlipDog can save you time and money all year.
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HR Technology Conference & Exposition

HR Technology Conference & Exposition (5th Annual)
September 25-27, 2002
Navy Pier – Chicago, Illinois
Click on the links below for special offer coupons redeemable at this year’s show:


 Peopleclick

Booth 317 
Visit Peopleclick at HR Technology 2002 and find out how our Recruitment, Workforce and Affirmative Action solutions can work for you.
SPECIAL OFFER!
 BrassRing

Booth 817 
Helping enterprises engage and deploy talent to maximize advantage. Visit booth 817 to see Enterprise 5.0 and enter to win a free gift!
SPECIAL OFFER!
 NOW Solutions

Booth 1011/1013 
We are NOW Solutions, a best-of-breed HRIS and payroll software provider.  Our web-based application, emPath™, tightly integrates a full suite of human resources and payroll functions, along with comprehensive web self-service.
SPECIAL OFFER!

 
 FlipDog

Booth 616 
FlipDog.com:  We’ve spent the last two years helping you find great candidates at a price you can afford.  To find out how our newest product, AutoPost, can save you time and money, call us at 877.887.FLIP(3547) or visit us at FlipDog.com today!
SPECIAL OFFER!
 Recruitsoft

Booth 711  
Recruitsoft powers enterprise-wide staffing management for G1000 companies.  Our Web-based solutions automate and integrate every aspect of the recruiting process and are deployed worldwide.
SPECIAL OFFER!
 Spectrum Human Resource Systems

Booth 605 
Succeed with the HRIS that was designed for the HR professional.  Visit Spectrum Human Resource Systems at booth #605.
SPECIAL OFFER!
 Ceridian

Booth 410/412 
Ceridian provides manages business solutions through innovative HRMS, payroll, time and labor management, self-service, benefits administration, tax filing and employee effectiveness services.
SPECIAL OFFER!
 Workforce

Booth 604/606 
Visit Workforce and get your hands on the most comprehensive HR Vendor Directory available. It’s a MUST HAVE any HR professional.
SPECIAL OFFER!