TELECOMMUTING AND ALTERNATIVE WORK SCHEDULES
A Guide for Innovative Ways to Schedule Work
1. A Flexible Work Environment ............................................................................................................................................ 1
2. Training and Development at Gonzaga .............................................................................................................................. 1
3. Flextime .............................................................................................................................................................................. 2
4. Telecommuting .................................................................................................................................................................. 3
5. Managing Telecommuting Employees ............................................................................................................................... 4
6. When an Alternative Schedule is Not Approved................................................................................................................ 6
7. Frequently Asked Questions .............................................................................................................................................. 6
1. A Flexible Work Environment
Gonzaga supports the concept of flexible work schedules and telecommuting, balancing department and position
requirements with individual employee needs. Employees may request alternative work schedules through their
immediate supervisor, who will evaluate the request in consultation with the area vice president and HR. Alternative
work schedules and telecommuting can be used to attract and retain our employees by providing a work environment
which is flexible and responsive to the needs of individuals.
Alternative work schedules are a tool for supervisors looking to attract and retain quality staff members. This handbook
will provide supervisors and employees with strategies for offering alternative schedules. While every effort should be
pursued to be flexible, the decision to approve alternative schedules is made by the supervisor who is responsible for
the operation of the work unit. Supervisors must balance individual needs with those of other employees and the
successful operation of the department as a whole. In other words, a flexible schedule is not a right of an employee, but
rather, an arrangement which makes sense for both the employee and Gonzaga.
This handbook is a guide which offers ideas for how to structure alternative work schedules within the framework of
Gonzaga policy. If you have questions about these options, or ideas about different ways to approach alternative
schedules, please contact Human Resources at x5996.
2. Training and Development at Gonzaga
At Gonzaga and in most work environments, it has become clear the more education we have, the better equipped we
will be to face the challenges of our job. Each of us needs specialized, current knowledge to do our jobs, and each of us
needs to understand how our profession is changing.
At Gonzaga, we work in an ideal learning environment. But we all must take personal responsibility for continuing our
individual education and training, either formally through classes or by experience. It is the policy of Gonzaga to
encourage participation in educational opportunities which increase our effectiveness in our present position and
prepare us to take on new responsibilities in the future.
Part of each supervisor’s job at Gonzaga is to encourage and support training and professional development for the
individual staff member. The nature of the training and education is a joint effort between the employee and
supervisor. It is a good idea to make a plan for professional development and skills training and incorporate it into the
annual performance review so it becomes a fundamental part of the work and a dimension which can be discussed and
reviewed regularly.
With this in mind, Gonzaga expects supervisors and supervisors to encourage staff participation in professional and skill
development. If pursuit of an educational opportunity takes place during the regular workday schedule, individual
employees’ schedules may be modified when necessary. Please bear in mind, however, each supervisor must balance
individual needs with those of other staff and faculty and with the overall work of the department. When possible,
minimize conflicts with work schedules. Arrangements for time away from work must be approved in advance by the
supervisor.
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Avenues for additional training and education are virtually limitless. Tuition remission makes earning a degree a real
possibility. Additionally, Gonzaga’s Human Resources department offers a variety of programs for professional
development.
3. Flextime
Flextime refers to work schedules with varied starting and ending times within parameters set by supervisors. Most
flextime includes a core time during the middle of the day when all employees must be present. Flexible schedules
generally occur at the beginning and end of each day and during the lunch break.
Flexible arrangements can successfully reduce employee absences and overtime expenses, increase access for students
and staff during extended workdays and provide quiet time for employees who chose to work early or late.
Supervisors must address key issues for flextime to succeed:
a. Effective monitoring of employee performance during extended work hours is often necessary.
b. Other employees must not be unduly burdened by a flextime staff member’s schedule.
c. A good communication process must be in place to keep all informed and coordinated to get the job done within
the department.
Flextime comes in all shapes and sizes from a compressed work-week of ten-hour days to varying starting and quitting
times during the regular five-day work-week. The following is an example structure for a flextime schedule:
6:00
AM
8:00
AM
Flexible starting
times
8:00
9:30
Core time
11:30
1:30
Flexible lunch breaks
Standard work day
3:30
Core time
4:30
6:30 PM
Flexible leaving times
5:00
In this structure, all employees work 40 hours a week. Core time, when all employees are on the job, is from 9:30am to
11:30 am and from 1:30 pm to 3:30pm. Flexible time is from 6:00 am to 9:30 am, 11:30 am to 1:30 pm, and 3:30pm to
6:30 pm. Lunch time may be 1-2 hours long. The standard work day 8:00am to 5:00 pm, is when normal department or
work unit services are available.
Supervisor’s Assessment Tools
How does a supervisor determine whether flextime will work in the department? The first step is to review the duties
and responsibilities of each employee. Apply the work to this set of questions:
a. Can service to the customer continue at a high level with a flextime schedule?
b. Are some tasks as easily accomplished in the early morning or late afternoon when it is quiet?
c. Which items are critical for each person to be in during the week?
This review can help determine which jobs are appropriate for flextime and how they could affect others in the
department.
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When Flextime Doesn’t Work
The supervisor may terminate the agreement because of other employee needs, new responsibilities within the
department, or other conditions. It is understood the supervisor has the right and responsibility to modify or eliminate a
flexible schedule as circumstances change.
4. Telecommuting
a. Telecommuting - The substitution of telecommunication technologies for travel to Gonzaga University.
Telecommuting entails a work-at-home arrangement or a remote-access arrangement for at least part of the
workweek on a regular basis.
b. Telecommuter - An employee who works for Gonzaga from home or other remote office, for some part of the
regularly scheduled workweek.
Supervisors set clear expectations about how the work is to be assigned, completed and evaluated as well as how
colleagues communicate at a distance. Not every job is suited for telecommuting. Some positions require certain
equipment and materials while others require personal, regular contact with the public and Gonzaga community. It is
the supervisors’ responsibilities to determine whether the job can be done remotely.
Supervisors should consider the following guidelines as they assess a telecommute alternative for a particular position or
employee.
About the employee:
a. Is the employee self-motivated, results-oriented and comfortable setting priorities and deadlines?
b. Is the employee able to work independently with minimal supervision?
c. Has the employee been successful in their current position?
d. Are they familiar with the University’s procedures?
e. Are they an effective communicator who takes initiative?
f. Are they adaptable to change?
g. Do they have strong time management and organizational skills?
h. Do they have strong computer skills?
i. Do they have a home or alternative work place conducive to telecommuting? Is the physical location
ergonomically correct, safe and free of hazards?
j. Are they a person who has a strong need to be visible in the organization and needs frequent social interaction?
About the job and department:
a. Does this arrangement better serve our customers?
b. How does this affect the interaction with co-workers and other University employees?
c. Is this job well suited for such an arrangement?
d. Is there budget money for the additional equipment and telecommuting costs (if necessary)?
e. Will the employee working at an alternative location be easily accessible to the Gonzaga community?
f. Supervisors who consider this arrangement should ensure their department is adequately covered and customer
service is fully functioning for the entire regular business day.
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g. Employees entering into this agreement must maintain personal productivity levels. The supervisor should set
clear and measurable objectives and judge the employee’s performance based on the results and not the time
spent accomplishing the results.
h. Telecommute arrangements should be customized based on the University’s and the department’s need, the
employee’s “customers” needs and the employee’s need for flexibility; typically one day per week.
5. Managing Telecommuting Employees
Excellent management practices are the same for the traditional and telecommuter work schedule supervisor with some
key differences. The two most significant are:
a. Communication
b. Performance Measurement
Communication
Supervisors and employees who work together in the same office have the ability to communicate frequently and
spontaneously. They have casual opportunities for clarifying expectations and fine tuning work processes. Supervisors
with employees working telecommuting schedules may not see their staff for periods at a time creating a need for more
structured communication. Lack of communication oftentimes engenders lack of trust. Supervisors should use
resources to encourage ongoing communication with telecommuting employees such as the following:
a. Conference Calls
b. Phone calls
c. Net Meetings
d. Voicemail
e. E-mail
f. Establishing weekly progress reports
g. Chat Room meetings
h. Weekly or bi-weekly face-to-face meetings to discuss work progress and problems
Supervisors should also plan regular face-to-face meetings to maintain professional relationships. Though it is tempting
to rely exclusively on e-mail, supervisors should balance using e-mail with voicemail and face-to-face meetings.
Provide employees working a telecommuting work schedule ample opportunity for professional and personal growth by
identifying training opportunities; including them on committees and task forces; and encouraging their participation in
professional organizations related to their jobs.
Performance Measurement
Traditional supervisors often ask, “If I can’t see the person, how do I know if he or she is working?” Supervisors of
telecommuting employees lack the ability to directly observe employee behavior so they have to be able to clearly
define, analyze and measure results. Measuring results means looking at the end work product and evaluating its
effectiveness. Evaluate the work of an employee on a telecommute work schedule consistent with that received by
employees working a traditional schedule focusing on output and completion of objectives rather than face time.
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Communicate Work Assignments
Clearly communicate what must be done, when it must be done, and who is responsible. The communication may be
via phone, e-mail or face-to-face meeting (if possible). The time you spend communicating will dictate the caliber of
work produced. Clearly communicate your expectations, and be available if the employee has questions or needs
clarification.
Set Clear Objectives
Work with your employees to develop performance objectives. Be sure objectives are SMART: which is, Specific,
Measurable, Attainable, Relevant and within a Timeframe. Include the employee in the objective setting process.
Assigning Work and Monitoring Performance
When an employee works at home for a temporary period, there should be a clear agreement about how work will be
accomplished and evaluated as well as regular communication system to keep any problems from growing beyond
control.
When assigning work, the supervisor should review:
a. The duties and responsibilities of the position to identify the most appropriate assignments for work at home.
b. The work of the department to identify work which could be temporarily done away from the office.
c. Special projects which lend themselves to work at home.
With this information, a supervisor should be able to develop a solid agreement with the employee who must
temporarily work at home. To monitor performance, the supervisor may want to schedule a daily telephone call, a
weekly call, a written report, or a meeting on campus when possible.
Review Work Status
Set up intermediate periods to review work progress. Weekly one-on-ones provide an excellent opportunity for
clarifying work goals, reviewing progress and making modifications if needed.
Coach and Develop Employee Capability
Since you have a limited time to spend with employees working a telecommute schedule, make the most of that time.
Always reinforce positive behavior and provide corrective feedback when necessary. Use the communications tools
available to you to provide timely feedback. The feedback may be via voice mail, e-mail, phone call, or a face-to-face
conversation.
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6. When an Alternative Schedule is Not Approved
Alternative scheduling is an option – not a right – for employees and supervisors, and the employee does not have the
right to grieve the supervisor’s decision. If the request for an alternative schedule is not approved, the employee may
contact the Employee Relations Supervisor to discuss the situation. Nonetheless, an employee should be able to expect
serious consideration for any scheduling proposal based on the following:
a. A review of the workload of the department.
b. The effect of the proposed schedule on other employees.
c. The individual needs of the requesting employee.
7. Frequently Asked Questions
Q. What if my employee’s request is unrealistic?
A. Be honest with your employees and help them realize not all requests will be implemented. Perhaps you can meet
halfway in a compromise.
Q. Does Flextime for One Mean Flextime for All?
A. No. Some jobs are suited to flexible schedules, others are not. The job description generally provides insights about
which are most appropriate. A supervisor may ask the employee requesting flextime to provide a proposal outlining
how the schedule affects completion of the duties, how it impacts staff and faculty, and how it affects any customers
serviced. After a careful evaluation of the pros and cons of a flexible schedule, the supervisor should explain clearly why
these arrangements are or are not approved.
There may be cases when two or more employees with similar duties request a flexible schedule. Within a small or
specialized work until, a supervisor may not be able to approve all requests. The fact one person works on a flextime
schedule does not mean everyone may do so. The supervisor should assess the work to determine how much flexibility
is possible. Requests to approve may take into consideration such factors as seniority, merit, skills and personal
circumstance when a choice must be made.
Q. How do I know if a request is reasonable?
A. A reasonable request will balance the needs of the department, customer and employee. Additionally, a good
question to ask yourself is, do I feel comfortable telling the rest of my staff this arrangement? If you can’t tell anyone,
you should not grant the request. The vast majority of telecommuter work schedules which should be made can be
made public. Additionally, utilize your supervisor and Human Resources to check for consistency and reasonableness of
an employee’s request.
Q. If I let one person have a flexible schedule, won’t everyone want one?
A. Perhaps, but that may not be a negative. Supervisors whose entire staff works flexibly say it has made them better
supervisors because it allows goals to be set together, it allows all employees to know what they have to do and their
deadlines, and it shows a sign of trust. The proof of whether it works is in the results. Additionally, offering flexibility
helps empower and retain employees.
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Q. Isn’t someone working a telecommute schedule not as productive?
A. Make sure the work is measurable, and focus on the results. Provide feedback to all of your employees using the
same standards of expectations. As a supervisor, it is your responsibility to hold a telecommute employee to the same
standards as all your employees. Utilize the “objective setting worksheet for telecommuter” to assist you in this
process.
Q. I’m concerned about having an effective team. How is it possible to be as effective if employees are not working
in the same place at the same time?
A. By allowing your employees the flexibility to work telecommuter schedules and creating measurable goals for your
department you assist all of your employees to be more effective and on the same page with the overall goals and
objectives for your department.
Q. If I allow flexible work hours for one employee, how will it be fair to the others?
A. Equality has a new definition which is how can we make your lives more livable and still get the work done? By
allowing all employees options to create the best scenario for balancing work expectations and personal obligations you
create a “win-win” for all employees.
Q. What if my employee wants to telecommute because of child care or eldercare needs?
A. Telecommuting is not designed to be a replacement for appropriate child care. Although an individual employee's
schedule may be modified to accommodate child care needs if agreed upon in advance between the employee and
supervisor, the focus of the arrangement should remain on job performance.
Q. What if I’m not 100% confident the arrangement will work for the long-term or what if my department needs
change?
A. Try granting the option to telecommute on a “trial basis” to see if the arrangement if feasible. Do not commit to a
specific length of time as the needs of our department or the specific position may change. You can modify the
telecommute arrangement or move back to a traditional schedule if the arrangement isn’t working.
For More Information
If you are interested in learning more about alternative work schedules, contact Human Resources at x5996. Services
which might be helpful include:
a. Appropriate alternative scheduling choices to meet the situation.
b. Assistance in developing work agreements.
c. Training for supervisors who manage telecommuting employees.
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