Flex-Time FAQs - CUWFA 2012.pdf · Flex-Time FAQs 1. Flex Scheduling ... 10. Utilization of...

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Information collected from CUWFA Listserv Archives 01-04-2012

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Flex-Time FAQs

1. Flex Scheduling Policies ................................................................................................................. 3

Cornell University ........................................................................................................................... 3

Pennsylvania State University .......................................................................................................... 3

University of California Santa Barbara ............................................................................................. 3

University of Iowa ........................................................................................................................... 3

University of Texas.......................................................................................................................... 4

Yale University ................................................................................................................................ 4

2. Tenure Clock Stop Policies............................................................................................................. 5

American Association University Professors .................................................................................... 5

Massachusetts Institute of Technology ............................................................................................. 5

New York University ....................................................................................................................... 6

Ohio State University....................................................................................................................... 6

Rice University ................................................................................................................................ 6

University of California Davis ......................................................................................................... 6

University of Massachusetts ............................................................................................................. 7

University of Pennsylvania .............................................................................................................. 8

University of Toronto ...................................................................................................................... 9

University of Wisconsin-La Crosse ................................................................................................ 10

3. Extenuation Tenure Clock Stop Circumstances ............................................................................. 11

New York University ..................................................................................................................... 11

Pennsylvania State University ........................................................................................................ 11

University of California Davis ....................................................................................................... 12

Virginia Tech................................................................................................................................. 12

4. Outside Evaluators .......................................................................................................................... 13

American Association of University Professors .............................................................................. 13


University of Michigan .................................................................................................................. 14

University of Pennsylvania ............................................................................................................ 15

University of Washington .............................................................................................................. 15

University of Wisconsin-La Cross .................................................................................................. 15

5. Flexible Work Arrangement Approval Guidelines ........................................................................ 16

Brown University .......................................................................................................................... 16

George Washington University ...................................................................................................... 16

Grand Valley State University........................................................................................................ 17

Massachusetts Institute of Technology ........................................................................................... 17

Ohio State University..................................................................................................................... 18

6. Additional Telecommuting Arrangements/ Legal Issues................................................................ 19

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American Association of University Professors .............................................................................. 19

Michigan State University.............................................................................................................. 19


University of California, Berkeley ................................................................................................. 20

University of California ................................................................................................................. 20

University of Iowa ......................................................................................................................... 20


University of Virginia .................................................................................................................... 21

Virginia Tech................................................................................................................................. 21

Yale University .............................................................................................................................. 21

7. Telecommuting Policy ..................................................................................................................... 22

Michigan State University.............................................................................................................. 22


University of California, Berkeley ................................................................................................. 22

University of California, Davis ...................................................................................................... 23

University of California, San Diego ............................................................................................... 23


8. Telecommuting during Long Distance Travel ................................................................................ 24


9. Flexible Work Schedules ................................................................................................................. 25





University of Texas, Houston ......................................................................................................... 26

10. Utilization of Flex-Time ................................................................................................................. 27


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1. Flex Scheduling Policies

Original Question: I am looking at policies and processes for telecommuting and flex scheduling (faculty and staff,

please). I would appreciate any related links for your institutions.

Contact and Credentials: Cathy Jacobs, Director Work/Life Resources

University: Virginia Tech

Reference #: 002242 Date: December 12th, 2007

Responses:

Cornell University Contact and Credentials: Michelle L. Artibee, Program Manager, Work/ Family

Programs

www.dfa.cornell.edu/treasurer/policyoffice/policies/volumes/humanresources/flexibi

lity.cfm

Pennsylvania State University Contact and Credentials: Linda E. Pierce, Office of Human Resources

For Penn State: http://guru.psu.edu/policies/OHR/hrg02.html - this is applicable just

to staff, don't have a formal policy for faculty.

University of California Santa Barbara Contact and Credentials: Wendy L. Nishikawa, UCSB Work Life Coordinator

Here is the link to the UCSB Flexwork Program, which we rolled out to our campus last

year.

http://hr.ucsb.edu/worklife/flexwork.php

University of Iowa

Contact and Credentials: Jane Holland

Feel free to visit this site at the Univ. Of Iowa --

http://www.uiowa.edu/hr/oe/worklife/famserv/flexwork/index.html

I am trying to re-conceptualize this notion to address it as flexible work scheduling

options recognizing that -- For the University, flexible work scheduling options address

Position Responsibilities to be connected to the Office

· After-hour Job Responsibilities

· Seasonal Programming or The Ebb & Flow Inherent in (some) Job Positions

· Position “Varied Work Schedule”

· ADA Accommodations

· Work Re-design

· Leave Enhancement and Workplace Need

· Diversity and Skill Recruitment Strategy

· Enhance Employee Expertise and Job Skill

For faculty and staff, flexible work scheduling options offer -

· Daily Flexibility, planned or unplanned

http://guru.psu.edu/policies/OHR/hrg02.html

http://hr.ucsb.edu/worklife/flexwork.php

http://www.uiowa.edu/hr/oe/worklife/famserv/flexwork/index.html

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· Episodic Time Off or Episodic/Short-term flexibility, less than a month

· Flexible Work Arrangements: Flextime, Compressed Workweek, Reduced

Hours/Part-time Work Schedule, Job Share, Telecommuting or some variation

· Phased Retirement

· Stopping the Tenure Clock

· Sabbaticals

· Leaves Complimenting Life Events

· Flex Careers

· Community Service

University of Texas Contact and Credentials: Sam Hester, LWMC Coordinator

Here is our info on flextime and telecommuting

http://www.uthouston.edu/hoop/policy.htm?id=1447894

Yale University Contact and Credentials: Susan Abramson, Yale Work Life Program Coordinator

Not sure you need any more but there is the link to Yale's info...

http://www.yale.edu/hronline/worklife/workflex.html

also, note I teach a class for managers on implementation of flextime.



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2. Tenure Clock Stop Policies Original Question:

I am looking for university policies that address tenure clock stop for faculty, either for teaching

alone or teaching and research, with a focus on policies that automatically grant clock stop for the

birth or adoption of child with the need for the faculty member to "opt out" of the clock

stop. Could you share your policy with me if you have one?

Contact and Credentials: Lynette Chappel-Williams

University: Cornell University

Reference #: 002510

Date: May 13th, 2008

Responses:

American Association University Professors Contact and Credentials: Anita Levy, Ph.D., Associate Secretary, American

Association of University Professors

To assist in formulating a policy on stopping the tenure clock, it might be helpful to know

that the AAUP's Statement of Principles on Family Responsibilities and Academic Work

recommends that, upon request, "a faculty member be entitled to stop the clock or extend

the probationary period, with or without taking a full or partial leave of absence, if the

faculty member (whether male or female) is a primary or coequal caregiver of newborn

or newly adopted children. Thus, faculty members would be entitled to stop the tenure

clock while continuing to perform faculty duties at full salary. The AAUP recommends

that institutions allow the tenure clock to be stopped for up to one year for each child, and

further recommends that faculty be allowed to stop the clock only twice, resulting in no

more than two one-year extensions of the probationary period. These extensions would

be available whether or not the faculty member was on leave"

(http://www.aaup.org/AAUP/pubsres/policydocs/contents/workfam-

stmt.htm). Under this policy, there would be no need to "opt out" of the stopped clock

because it occurs only upon request.

Massachusetts Institute of Technology Contact and Credentials: Kathy Simons, MIT Center for Work, Family & Personal Life

Since 2001, MIT has had an automatic stop clock policy for birth or adoption, and part-

time appointment with tenure for family care – see

http://web.mit.edu/faculty/benefits/familycare.pdf

I believe the key argument is that it is important to have access to the extension without

having to ask for it, because if asking is selective, asking could cause you to be seen as

less capable or motivated. We don’t have to ask for maternity leave – but you can come

back early if you want. In effect, this puts everyone on a level playing field. It’s

important to note that by taking the extension at MIT, you do not forfeit your right to

request a tenure review prior to the end of your probationary period. See MIT’s

language, below.

In recognition of the effects that pregnancy and childbirth can have on a woman’s ability

to perform all the tasks necessary and expected to achieve tenure, a woman who bears a

child during her tenure probationary period will have that period automatically extended

by one year. A second one-year extension for the birth of any additional child (or

http://www.aaup.org/AAUP/CMS_Templates/GeneralArticle.aspx?NRMODE=Published&NRNODEGUID=%7b307D2225-CDBA-4560-863E-F0F4845599C1%7d&NRORIGINALURL=%2fAAUP%2fpubsres%2fpolicydocs%2fcontents%2fworkfam-stmt%2ehtm&NRCACHEHINT=NoModifyGuest#15

http://www.aaup.org/AAUP/pubsres/policydocs/contents/workfam-stmt.htm

http://www.aaup.org/AAUP/pubsres/policydocs/contents/workfam-stmt.htm

http://web.mit.edu/faculty/benefits/familycare.pdf

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children) will be granted by the Provost upon request. As in all tenure cases, a tenure

review can take place prior to the end of the probationary period and that possibility

should be assessed annually.

In addition, in recognition of the time and energy that a child newly placed for adoption

or foster care can take, parents, regardless of gender, may request such an extension from

the Provost, who will grant the extension if special circumstances warrant it.

New York University Contact and Credentials: Lynette Chappell-Williams, Director, Workforce Diversity,

Equity & Life Quality

NYU's policy, which provides for automatic clock stoppage can be found on-line at

http://www.nyu.edu/oaa/FacHbk2008.pdf in the recently updated Faculty Handbook

(revised 2008) on page 54 of the document or page 61 of the pdf.

Ohio State University Contact and Credentials: Mona Fitzer, M.Ed, LPCC, Project Manager, Work Life and

HR Initiatives

Effective Autumn 2007, The Ohio State University trustees approved two Faculty Rules

changes that (1) provide for the automatic extension of the tenure clock following the

birth of a child or the adoption of a child under six years of age, and (2) expand the two-

year cap on the probationary period to three years. For more information, visit

http://trustees.osu.edu/rules6/ru6-03.php

Rice University Contact and Credentials: Elaine Britt

Our policy states:

Upon written request to the Provost, the tenure clock and contract terms of a faculty

member who has taken a primary caregiver leave while holding an appointment without

tenure will be extended by one year. The maximum number of extensions an untenured

faculty member may receive for primary caregiver leave is two.

Note that the primary caregiver leave is for both birth and adoption.

Also, note that it also addresses the tenure clock & contract extension for other leaves:

Upon written request to the Provost, the contract terms and tenure clock of a full-time

faculty member who has taken a primary caregiver leave while holding an appointment

without tenure will be extended by one year. The maximum number of extensions an

untenured faculty member may receive for primary caregiver leave is two. The contract

of a faculty member who has taken a significant medical or family leave of fewer than

120 days during a summer or semester will be extended for one semester for each such

leave, for a maximum extension of one year per contract. Upon written request to the

Provost, the contract and tenure clock of a faculty member who has taken a significant

medical or family leave of 120 days or more in any twelve-month period will be extended

by one year.

University of California Davis Contact and Credentials: Binnie Singh, Director , Faculty Relations and Development

http://www.nyu.edu/oaa/FacHbk2008.pdf

http://trustees.osu.edu/rules6/ru6-03.php

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At our campus, we recommend folks ask for the stoppage of the clock but they aren’t

required to use it. If they’re close to the normal period of time and feel comfortable in

proceeding without the extra time, that’s their choice. We feel it’s good to have the

option or “insurance” as we call it.

The University of California’s policy (system-wide) is described in this policy, Academic

Personnel Manual (APM) 760, Family Accommodations for Childbearing and

Childrearing: http://www.ucop.edu/acadadv/acadpers/apm/apm-760.pdf

Here’s the section from the policy:

760-30 Stopping the Clock for the Care of a Child or Children

a. An academic appointee may stop the clock during the probationary period to care for a

newborn child or a child under age five newly placed for adoption or foster care. To be

eligible to stop the clock, an appointee at the Assistant level must be responsible for 50

percent or more of the care of a child. The child may be the appointee’s child or that of

the appointee’s spouse or domestic partner. The clock may be stopped for up to one year

for each event of birth or placement; provided that all time off the clock totals no more

than two years in the probationary period. The birth or placement of one or more children

at the same time constitutes a single event of birth or placement. An appointee is eligible

to stop the clock even if the appointee does not take a formal leave or have a modification

of duties. (See APM - 133-17-h.)

b. An academic appointee must provide notice of his or her intent to stop the clock within

two years of a birth or placement and before July 1 of the academic year in which a

promotion review is to occur. Each notice must include a written statement by the

appointee certifying that he or she is responsible for 50 percent or more of the care of the

child or children.

c. The clock may not be stopped after July 1 of the academic year in which a promotion

review is to occur or in cases where there has been a review that has resulted in a decision

not to continue the individual’s appointment.

d. Stopping the clock will not delay the timing of a merit or reappointment review.

However, academic appointees may request to defer a formal appraisal or promotion

review by one year to correspond with the stopping of the clock in accordance with

campus policies.

Also post tenure faculty can defer merits as noted here:

760-31 Personnel Reviews

An academic appointee at the Associate level or above may request deferral of a

personnel review to accommodate family needs in accordance with campus policies.

Academic appointees shall not be arbitrarily disadvantaged in their promotion,

advancement, or compensation because they have elected to take a childbearing or

parental leave, to stop the clock, or to defer a personnel review. Personnel reviews that

are deferred due to a family accommodation as defined in APM - 760 should be treated

procedurally in the same manner as personnel reviews conducted at the usual intervals.

The file shall be evaluated without prejudice as if the work were done in the normal

period of service and so stated in the department chair’s or unit head’s letter.

University of Massachusetts Contact and Credentials: Beth Sullivan

http://www.ucop.edu/acadadv/acadpers/apm/apm-760.pdf

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See UM's tenure clock policies at

<http://www.provost.umich.edu/faculty/family/childbirth/index.html>.

University of Pennsylvania Contact and Credentials: Marilyn Kraut, Human Resources Director, Quality of

Worklife Programs

Here at Penn, I've met faculty who didn't want the extension at all, didn't want it

following births of other children after the extension for the first baby, and wanted as

much extension as possible. Additionally, we allow for extensions for primary

caregivers, male or female. I think the discussion this day does go beyond the

mother. This also applies in the case of childbirth or adoption, where we again focus on

the primary caregiver. Of course, in the case of childbirth, other medical factors come

into play

In the last two years, our tenure clock stop policy changed from one you request and is

reviewed to one that automatically is approved unless (see underlined section below)

"specific and compelling factors require its denial."

http://www.upenn.edu/assocprovost/handbook/UPenn%20Faculty%20Handbook_

Oct2006.pdf

Handbook for Faculty and Academic Administrators

II.E.3. Policy on Extension of the Probationary Periods that Apply to Granting of

Tenure or

Promotion to Associate Professor

(Source. Office of the President and Provost, March 18, 1997, Revised, Almanac April

27, 1999,

Revised February 2006)

A. A non-tenured member of the Standing Faculty shall be eligible for an extension of the

tenure probationary period, and a Clinician-Educator or member of the research faculty

shall be eligible for an extension of the promotion review period corresponding to the

semester or year during which any of the following events occurred:

1. a child is born, adopted, or placed for foster care, into the faculty member’s household

and the faculty member is the primary or co-equal parental caregiver;

2. by reason of a serious health condition (as defined in Section 2611(11) of the

Family and Medical Leave Act of 1993) persisting for a substantial portion of the period

for which the extension is sought, the faculty member is required to act as the primary

caregiver for a parent, child, spouse, or domestic partner (as defined in the domestic

partner benefits policy); or

3. by reason of a serious health condition (as defined in Section 2611(11) of the

Family and Medical Leave Act of 1993) persisting for a substantial portion of the period

for which the extension is sought, the faculty member is unable to perform the functions

of his or her position.

Only a primary caregiver may obtain an extension of the tenure probationary period due

to a serious health condition of a family member as described above in sections A1 and

A2. If both spouses or domestic partners (as defined in the domestic partner benefits

policy) are co-equal caregivers, then both may obtain extensions of the tenure

probationary period.

B. The length of each extension shall be one year. The faculty member shall complete the

http://www.provost.umich.edu/faculty/family/childbirth/index.html

http://www.upenn.edu/assocprovost/handbook/UPenn%20Faculty%20Handbook_Oct2006.pdf

http://www.upenn.edu/assocprovost/handbook/UPenn%20Faculty%20Handbook_Oct2006.pdf

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Notification of Extension form and transmit it to the Provost’s office within one year of

the birth, adoption, or foster care placement. Deans and department chairs are responsible

for ensuring that all faculties eligible for an extension receive the Notification of

Extension form.

C. Extensions of the tenure probationary period shall be without prejudice to the

obligation of the University to provide faculty members with twelve-months’ notice of

termination.

D. When a faculty member who has taken an extension under this section is being

reviewed for tenure or promotion to associate professor, the dean, in his/her letter

soliciting evaluations from external reviewers, should explicitly state that the candidate

has taken an extension pursuant to this policy. The dean should further state that the

policy of the University of Pennsylvania is to evaluate the productivity of each candidate

who has been granted an extension as if he or she had been in probationary status for the

normal duration, so that the candidate is not penalized for having received the extension.

Upon being notified of a faculty member’s application for a one-year extension of the

probationary period, the University will approve the application unless specific and

compelling factors require its denial. The action of the Provost shall be communicated in

writing to the faculty member and shall specify the revised date of tenure review and

termination date of the probationary period and (in the event that the request is denied)

shall specify the grounds for the denial.

For untenured members of the standing faculty on the tenure track, the total probationary

period cannot exceed ten years. For assistant professors on the clinician- educator track,

and assistant professors on the research track, the total probationary period cannot exceed

thirteen years.

N.B. The statute defines a “serious health condition” as “an illness, injury, impairment, or

physical or mental condition that involves”— “(A) inpatient care in a hospital, hospice,

or residential medical care facility”; or “(B) continuing treatment by a health care

provider.” “Health care provider” is defined (2611(6)) as: “(A) a doctor of medicine or

osteopathy who is authorized to practice medicine or surgery (as appropriate) by the State

in which the doctor practices; or “(B) any other person determined by the Secretary [of

Health and Human Services] to be capable of providing health care services.”

University of Toronto Contact and Credentials: Sara-Jane Finlay, PhD., Director, Academic Human

Resources

Our tenure clock stop is included as part of our Policy on Procedures on Academic

Appointments which is available here:-

http://www.utoronto.ca/govcncl/pap/policies/acadapp.pdf

There is one paragraph that states:-

With the consent of the candidate and the approval of the Vice-President and Provost,

consideration for tenure may be delayed for one year but not more than two years, to

accommodate a maternity, or for reasons of a severe personal circumstance such as a

serious illness.

It is also outlined in some detail in this Provostial memo:-

http://www.provost.utoronto.ca/public/pdadc/pdadc0304/matleave.htm

http://www.utoronto.ca/govcncl/pap/policies/acadapp.pdf

http://www.provost.utoronto.ca/public/pdadc/pdadc0304/matleave.htm

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University of Wisconsin-La Crosse Contact and Credentials: Donna M. Anderson, Ph.D., Professor of Economics and

Women Studies

As a faculty member who chose not to stop my tenure clock upon the birth of two of my

children, I appreciated the fact that I had a choice. I did take a leave of absence under

FMLA, but did not stop my clock and was glad that it was not automatic. I am unsure of

the advantages to the faculty member of an automatic stoppage rather than allowing the

individual faculty to choose. Could someone explain? Thank you!

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3. Extenuation Tenure Clock Stop Circumstances Original Question:

I received a call from a faculty member at a university who is trying to persuade her institution to

revise the tenure clock stop policy so that it can be used for other extenuating circumstances

besides giving birth and adopting a child. A case has come up at her institution where at tenure-

track faculty had to leave the state to go across the country to care for her parent until death. While

the faculty member got a paid leave for the semester, the tenure clock continued to tick, when

obviously she has not been very productive.

Please do let me know if your institution allows the tenure clock to stop for extenuating

circumstances such as this.

Contact and Credentials: Gloria D. Thomas, Associate Director, Office of Women in Higher

Education & Associate Project Director Center for Effective Leadership American Council on Education

University:

Reference Number: 002217 Date: Dec 5th, 2007

Responses:

New York University Contact and Credentials: Joyce Rittenburg

NYU permits Tenure Clock Stoppage use for a broader range of health

Needs. Below is a brief description with web link to full policy from the NYU Family

Care website (www.nyu.edu/family.care)

*TENURE CLOCK STOPPAGE*/

Available to Faculty/

*Office of Academic Appointments*

Web: nyu.edu/oaa <http://www.nyu.edu/oaa>

Tenure Clock Stoppage will be automatically granted for up to two

semesters for the parent primarily responsible for the care of a newborn child, newly

adopted child, or new foster care or guardianship placement.

Tenure Clock Stoppage may also be granted for a cumulative maximum of two semesters

during the probationary period for any one of, or combination of, the following personal

reasons: primary caregiver of a child, parent, spouse / registered domestic partner in

health crisis of extended duration; illness/disability leave; or personal leave.

Pennsylvania State University Contact and Credentials: Linda E. Pierce

Penn State's policy permits the staying of the provisional period if in the judgment, the

academic performance of the provisional faculty member would be adversely affected by:

the responsibility as primary care giver after the birth or adoption of a child, a serious

personal illness, the provision of care for a seriously ill family member, or any similar

situation.

You can see the entire policy at: http://guru.psu.edu/policies/OHR/hr23.html#Z

Contact and Credentials: Marilyn Kraut

At Penn, our tenure clock stop policy allows for a range of reasons (outlined here and

found at:

http://list.msu.edu/cgi-bin/wa?A2=ind0712&L=CUWFA&P=R3795

http://www.nyu.edu/oaa

http://guru.psu.edu/policies/OHR/hr23.html#Z

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http://www.upenn.edu/assoc-

provost/handbook/UPenn%20Faculty%20Handbook_Oct2006.pdf)

University of California Davis Contact and Credentials: Binnie Singh, Director, Faculty Relations and Development

UC policy on extending the clock does allow for extension for when a faculty member is

ill (in addition to extension for birth/adoption/foster placement of a child), as follows:

"(3) Periods of leave, whether with or without salary, shall be included

as service toward the eight-year period unless, upon the basis of a petition filed at the

time leave is requested, or in the case of sick leave, normally within one quarter or

semester after the leave is taken, the Chancellor, after consultation with the appropriate

committee of the Academic Senate, determines that the activity undertaken during the

course of the leave is substantially unrelated to the individual's academic career.

The Chancellor shall report such a decision in writing to the individual."

APM 133-17.g.(3), http://www.ucop.edu/acadadv/acadpers/apm/apm-133.pdf

I believe on our campus there have been exceptions, extensions to the clock allowed, for

other reasons, i.e., to care for an ill family member.

Virginia Tech Contact and Credentials: Patricia Hyer

Virginia Tech's policy is very broad, not only for childbirth, ill health of self or family

member, but also for some professional issues as well. We decided NOT to require the

parent to declare that they were the primary caretaker. I did not want to get into the

business of determining the validity of such claims. We'll see if that was a wise idea!

Here is the language:

http://www.provost.vt.edu/stopping_clock.php

http://www.upenn.edu/assoc-provost/handbook/UPenn%20Faculty%20Handbook_Oct2006.pdf

http://www.upenn.edu/assoc-provost/handbook/UPenn%20Faculty%20Handbook_Oct2006.pdf

http://www.ucop.edu/acadadv/acadpers/apm/apm-133.pdf

http://www.provost.vt.edu/stopping_clock.php

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4. Outside Evaluators Original Question:

I am interested in learning more about how colleges administer their tenure clock stop programs

for faculty. Specifically, I am interested in knowing whether you inform outside evaluators of

either or both of the following:

(a)The fact that you have a tenure clock stop policy in general, and

(b)When a specific candidate has extended the probationary period by using a tenure clock stop.

If you are willing to share a copy of the language used to address this topic in your letter to outside

evaluators, that would be greatly appreciated.

Contact and Credentials: Beth Sullivan, Program Manager for Policy & Advocacy

University: University of Michigan

Reference #:000610 Date: January 26, 2005

Responses:

American Association of University Professors Contact and Credentials: John Curtis

I'll also be interested in seeing what practices are in place at various institutions. Our

AAUP policy statement on work and family has a specific recommendation on this,

which I have pasted below. I also recall some discussion about this--I believe it was at

our 2003

Roundtable here in DC--as to whether it was better to say something or not. Our policy

comes down on the side of making things explicit, which I think is the best course of

action. But I'd be interested in hearing what others think.

==== Excerpt from AAUP "Statement of Principles on Family Responsibilities and

Academic Work" (2001) ======

(Available on the Web at

http://www.aaup.org/statements/REPORTS/re01fam.htm)

In extending the probationary period in recognition of the time required for faculty

members to care for newborn or newly adopted children, institutional policies should

clearly provide that the tenure candidate be reviewed under the same academic standards

as a candidate who has not extended the probationary period. (Fn 17) Institutions should

guard against imposing greater demands on a faculty tenure candidate as a consequence

of his or her having extended the absolute time from the year of appointment to the year

of tenure review. (Fn 18) To ensure that any modification of the probationary time limits

does not create or perpetuate historic gender discrimination, administrations should

monitor tenure decisions to ensure that different standards are not imposed in practice

through the application of policies that appear neutral. Institutions should also take care

to see that faculty members are not penalized in any way for requesting and receiving

extensions of the probationary period.

When a faculty member requests and receives an extension of the probationary period,

the appropriate university official should clearly inform the faculty member, in writing,

that existing academic standards will govern the future tenure decision. ] Administrators

and faculty members are encouraged to disseminate the stop-the-tenure-clock policy

widely, and to monitor the policy's use by both women and men.

http://www.aaup.org/statements/REPORTS/re01fam.htm)

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(Footnote 17) Institutions should inform external reviews that the candidate's

probationary period has been extended under institutional policy and that the candidate's

record should be reviewed as if he or she had only the normal probationary period.

(Footnote 18) The 1997-2000 Master Agreement between Northern Michigan

University and the university's AAUP chapter provides that "the taking of [family] leave

shall not otherwise prejudice future tenure or promotion consideration." Similarly,

Pennsylvania State University's policy provides that a "staying of the provisional tenure

period should not penalize or adversely affect the faculty member in the tenure review."

In addition, the University of Wisconsin policy provides that if "the faculty member has

been in probationary status for more than seven years, the faculty member shall be

evaluated as if he or she had been in probationary status for seven years, not longer."

Pennsylvania State University Contact and Credentials: Robert Drago

I've been trying to get explicit language here, but with no success yet. Wording might be:

"The tenure clock was stayed for one[two] years for this candidate, and we ask that you

treat the record as if it were compiled absent that time." I don't think explanations are

appropriate (many would be medical), but without such a clause, a one-year stoppage

appears to an outside reviewer as if the person was already turned down in the previous

year, and is now in the terminal year (I'm very leery about overturning a negative

decision, as these are very, very tough and not taken lightly by anyone I've ever

met...). It's kind of sad that no one has the language, at least no one that's spoken up here

(yet!).


At Penn State, the external evaluators are not told of the stopping out. Sample template

letters to external evaluators can be found at

http://www.psu.edu/dept/vprov/P%20&%20T/HR23%20guidelines%20Appendices.

htm#C. As the Appendix illustrates, the stopping out does not come into play with regard

to the types of information being sourced from the external evaluators.

With that said, it is important to note that within the University evaluative system, i.e.,

department head through University P&T Committee and eventually to the President, it is

noted on the signatory page of the dossier, i.e., has there been a staying out of the

provisional period. This is because if that is not noted, folks could question the timing of

the review, etc. So, it is brought to the attention of the folks participating in the various

review levels within the University.

University of Michigan Contact and Credentials: Beth Sullivan, Program Manager for Policy & Advocacy

As is often the case, things are always more complex than they seem at first blush. My

original request was with outside evaluators of an initial review of tenure in mind. But if

information relevant to outside observers in appeals of tenure denial cases might be

informative, I'd be interested in receiving that too.

http://www.psu.edu/dept/vprov/P%20%26%20T/HR23%20guidelines%20Appendices.htm#C

http://www.psu.edu/dept/vprov/P%20%26%20T/HR23%20guidelines%20Appendices.htm#C

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University of Pennsylvania Contact and Credentials: Marilyn K. Kraut, Director, Quality of Worklife Programs

The University of Pennsylvania has a policy, which provides for extension of the

probationary period under certain circumstances

http://www.upenn.edu/assoc-provost/handbook/ii_e_3.html. We do not specifically

address the availability of that policy in letters to extramural consultants during the

promotion review process.

University of Washington Contact and Credentials: Kate Quinn, Research Assistant, UW ADVANCE Center for

Institutional Change

This was the language that came from the Sloan work at UW - but we are still waiting on

the Provost's office to adopt it. We were focusing on child bearing/rearing and other

caregiving.

"The University of Washington has developed policies which assist faculty women and

men who become parents or are needed to care for a family member. It is the goal of the

University of Washington that each faculty member understands these policies and feels

free to exercise them fully with no adverse effect on her or his academic career. It is

expected that utilization of these policies, such as part-time tenure track and tenure clock

extension, will lead to variation in the probationary period for tenure. However, it is

university policy that the candidate should not be penalized for utilizing these policies.

Therefore, in evaluating this candidate, we would appreciate your compliance with our

policies. We request that you evaluate this candidate without consideration of the number

of years since PhD or years in position. As such, your evaluation should consider the

totality of the accomplishments rather than the rate or timeliness of the

accomplishments."

University of Wisconsin-La Cross Contact and Credentials: Donna M. Anderson, Ph.D., Professor of Economics and

Women Studies

Could you explain what you mean by "outside evaluators"? The reason I ask is that I was

an "outside observer" for a faculty member's appeal of her dept.’s non-tenure decision.

This first step in the appeal process allows the candidate to ask two people to serve as

"outside observers" and the dept. is allowed two "outside observers" in a meeting in

which the candidate requests the dept. to reconsider their non-tenure vote, presenting

evidence supporting his/her appeal. In this particular case, the candidate had stopped the

tenure clock, and charged (among other things) that the dept. did NOT follow the

university tenure-clock-stopping policy.

Does your question pertain to someone denied tenure or retention?

http://www.upenn.edu/assoc-provost/handbook/ii_e_3.html.

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5. Flexible Work Arrangement Approval Guidelines

Original Question: We are in the process of finalizing FAQ’s for supervising staff on a flexible work arrangement.

Any suggestions for a response to the following question:

When presented with multiple requests for flexible work arrangements, how is the decision

reached?

Contact and Credentials: Susan Abramson, M.S., Manager, Yale WorkLife and Child Care

University: Yale University

Reference #: 004581

Date: August 22nd, 2011

Responses:

Contact and Credentials: Becky Christianson

Here's what we say in our FAQs:

As a supervisor, how do I say yes to an employee and no to someone else?

Supervisors must make the decision based on operational needs of the area in conjunction

with the employee’s needs. Rather than saying ‘no’ to a specific type of request, consider

whether a different type of flexible work arrangement might work.

Additional information:

What are the factors that I should consider when evaluating a flexible work arrangements

request?

Considerations should be given to the work that needs to be done, the needs of the area,

the supervisor and the employee. Additional factors you may consider are:

What are the customer and department needs?

Is there a restriction on where the work can be done?

What are the needs of the employee?

Is the employee part of a team that works together most of the time and would require

changing everyone’s schedule?

Will the arrangement positively contribute to the productivity of the department?

Does the employee have a need to meet face-to-face with customers on a regular

basis?

Brown University Contact and Credentials: Michele Ann Wise

Brown would consider the following:

Work/department need

Can the requests be accomplished on a modified schedule (supervisor's need to work

roughly when their direct reports do).

Can the requests be accommodated without any disruption to the functioning of the

department and/or productivity, including finding a time when everyone is present for

meetings?

George Washington University Contact and Credentials: Erica Hayton, Human Resources


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I assume the concern is if multiple people want flexible work arrangements in the same

department and that causes a service gap. I guess my first question for a supervisor to

consider is whether there’s a way to set up the arrangements so that everyone can benefit

without the service issue. For instance, if it’s a compressed workweek, could one person

take off Monday and another take off Friday?

I think it’s also important that there are clear criteria for determining who is appropriate

for a flexible work arrangement and who is not, based first on position responsibilities

and business needs. We recently rolled out telecommuting (it has been available since

2005, but we are making a greater push both for work-life and space savings reasons) and

to support managers in determine when a telecommuting agreement is appropriate, we

developed a pretty comprehensive assessment process. You can see the entire process

and on-line guide at:

http://www.gwu.edu/hr/colonialcommunity/worklife/fwa/tel_intro.html Obviously not all flexible work arrangements require such an extensive process, but we

will likely develop something similar but less involved for the other types of

arrangements just to give some guidance to managers.

Grand Valley State University Contact and Credentials: Sue Sloop, GVSU Work Life Consultant

We instituted Flexible Work Arrangement Guidelines approximately 1 ½ years

ago. With Duke University’s permission, we used some content from their website to

build ours. Feel free to visit www.gvsu.edu/fwa to see how we have structured our FWA

guidelines. In answer to your specific question, here is the answer in our FAQ:

If a supervisor receives multiple requests that all cannot be accommodated, how

does he/she rate the needs of the requesters to decide which requests to approve? Reasons for the requests should not be used as the only factor in making a decision. If the

staff members' requests are similar in terms of their ability to continue to meet job

requirements, seniority and performance may be factors in determining which request to

approve. The supervisor may ask the staff members for input into a solution that would

enable the staff members to meet their individual needs as well as the needs of the

business unit.

Since implementing the guidelines we have not had this situation occur.

Massachusetts Institute of Technology Contact and Credentials: Kathy Simons, MIT Work-Life Center

I think this is indeed where the going gets tricky and managers need strong skills and can

often benefit from consultation. It’s actually a larger problem that includes the issue of

what happens when a manager receives a proposal subsequent to one that is already

approved that can’t be approved because of the established arrangement? But these

questions are no different than myriad managerial questions that come up in working

with teams and involve transparency in communications, equitable decision-making,

flexibility, and reasonable expectations (it doesn’t always work out the way you

want). Example: which employee has to work the day after Thanksgiving, if it’s not a

general holiday? Or how do you decide who gets the last two weeks of August off?

I’d think closely about whether the question belongs in your FAQ’s, or the answer to the

FAQ might be that Managers may wish to consult with their HRO’s (or Work-Life

http://www.gwu.edu/hr/colonialcommunity/worklife/fwa/tel_intro.html

http://www.gvsu.edu/fwa

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Manager) when questions arise, as they do with other Employee Relations issues. What

do your Employee Relations folks recommend?

I’ve worked with a number of teams on these AWA issues, and here are some of the

things that folks have found helpful:

- Get the team to develop a general system for working out these issues that is subject to

manager approval (seniority system; first come, first-served; negotiations process among

team members with manager making final say; turn-taking system; etc.)

- Establish a time-frame for the manager to re-assess all existing AWA’s in order to

support equitable access to AWA’s

- Examine work processes to see if it is possible that re-design may increase the overall

amount of flexibility available (additional technology, changes in meeting schedules,

cross-training, altering work assignments, etc.)

Ohio State University

Contact and Credentials: Katie Purcell

Ohio State has a Flex Work Policy (issued March 2011) and some tools to help

supervisors and staff! Here is the link to the tools (check out the FAQs) on our work life

website http://hr.osu.edu/worklife/flexiblework.aspx and here is the link to the policy

http://hr.osu.edu/policy/policy612.pdf

http://hr.osu.edu/worklife/flexiblework.aspx

http://hr.osu.edu/policy/policy612.pdf

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6. Additional Telecommuting Arrangements/ Legal Issues Original Question:

We created our flex place (telecommuting) guidelines and agreement addendum a while ago. We

covered workers comp, FLSA, city wage tax (Philadelphia issue that others may not have), and

property liability issues, plus equipment and systems responsibilities. Anything else any of you

have built into flex place/telecommuting arrangements that would be advisable these days? Any

ideas welcome/appreciated.

Contact and Credentials: Marilyn Kraut, Human Resources Director, Quality of Worklife

Programs

University: University of Pennsylvania State

Reference: 003362

Date: September 10, 2009

Responses:

American Association of University Professors Contact and Credentials: Anita Levy, Ph.D., Senior Program Officer

Does anyone have any additional examples of telecommuting policies they could

share? Our office is formulating a policy now.

Michigan State University Contact and Credentials: Lori Strom, MPA, Family Resource Center Coordinator,

Work/Life Consultant

Michigan State University does not have a formal policy that mandates the employee’s

opportunity to telecommute, but we have a very comprehensive set of Telecommuting

Guidelines.

Here is the link.

Again as with all flex work arrangements here, it is up to the discretion of the supervisor.

http://www.hr.msu.edu/HRsite/Documents/Staff/Handbooks/Telecommuting I also advise staff to come up with three schedule options in their proposal if they can.

(Three that they could live with.) This gives the supervisor the impression that they are

interested in the department’s needs as well, then there is more to negotiate. We have a

fairly comprehensive telecommuting guide

Pennsylvania State University Contact and Credentials: Linda E. Pierce, Penn State Office of Human Resources

I also require managers to describe: 1) how communication will be maintained with all

applicable offices/co-workers/customers and, 2) how data will be kept secure

electronically (one the computer, a removable drive, or online), in the remote location

(which usually is the employee’s house), and in transit to and from the office.

Pennsylvania State University Contact and Credentials: Marilyn Kraut, Human Resources Director, Quality of

Worklife Programs


http://www.hr.msu.edu/HRsite/Documents/Staff/Handbooks/Telecommuting

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Penn's flex work options guidelines are found at

http://www.hr.upenn.edu/Quality/Worklife/FlexOptions/Default.aspx - with much

on flex place/telecommuting.

University of California, Berkeley Contact and Credentials: Wendy Nishikawa, Work/Life Program Manager

Here is UC Berkeley’s telecommuting policy-

http://hrweb.berkeley.edu/policy/telecommuting.htm

University of California Contact and Credentials: Barbara Ashby, Manager, WorkLife

UC Davis policy and guidelines for Workplace Flexibility, which includes

telecommuting, are on-line at http://www.hr.ucdavis.edu/worklife-

wellness/work/workplace-flexibility

Below are excerpts specific to Susan’s question:

Protection of the University’s Intellectual Property

The University may risk a loss of intellectual property and/or risk infringing on the

privacy rights of others if workers disclose information they should not as a result of the

informal setting.

Mitigation measure: The supervisor/department head should ensure that the

unit/department's policies regarding proprietary and personal information cover remote

worksites and should advise the employee about the risks of inadvertent disclosure of

unit/department or personal information, the value of that information, and the

consequences of disclosure.

Electronic privacy concerns

An employee's expectation of privacy in the workplace -- e.g. email, phone calls -- may

increase when working remotely. This is not a huge concern given the expansive privacy

rights and incidental use afforded by UC policy.

Mitigation measure: Unit/departments should put into writing what the employees'

expectation of privacy should be.

I second Cathy’s comments about the power of collaboration. Our Mind-Body Wellness

Group also launched a portal this spring http://mywellness.ucdavis.edu/index.html

University of Iowa Contact and Credentials: Jane Holland

The form that we use at UI is referenced as “approval granted” rather than an agreement.

The site I created can be found at http://www.uiowa.edu/hr/famserv/flex/index.html


Worklife Programs

In case others are interested, our addendum is found at

http://www.hr.upenn.edu/Quality/Worklife/FlexOptions/Documents/addendum.pdf.

(Developed with the help of our offices of General Counsel and Risk Management)

http://www.hr.upenn.edu/Quality/Worklife/FlexOptions/Default.aspx

http://hrweb.berkeley.edu/policy/telecommuting.htm

http://www.hr.ucdavis.edu/worklife-wellness/work/workplace-flexibility

http://www.hr.ucdavis.edu/worklife-wellness/work/workplace-flexibility

http://mywellness.ucdavis.edu/index.html

http://www.uiowa.edu/hr/famserv/flex/index.html

http://www.hr.upenn.edu/Quality/Worklife/FlexOptions/Documents/addendum.pdf

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University of Virginia Contact and Credentials: Alan Cohn, LCSW, BCD Director, Faculty and Staff

Relations

Curious, what are people doing to measure the effectiveness of Telecommuting and

AWS. Our governor wants metrics to determine the “net gain realized” of what we do.

If anyone were conducting surveys, would you share the survey?

Here is our policy. Perhaps it will assist.

https://policy.itc.virginia.edu/policy/policydisplay?id=HRM-013

Virginia Tech Contact and Credentials: Cathy Jacobs, Director, Work/Life Resources

Everything about our Flexible Work Options (telework and alternate scheduling) is at

http://www.hokiewellness.hr.vt.edu/worklife/FWO/FWO.php. At this very moment I

am working on FAQs for each which will be added to the page sometime next week.

While you are there, anyone who is interested can see our new “Hokie Wellness” site of

which my office is a part. The group of us who has come together for this are very

excited about it - as the total is more than the sum of the parts (or something like that).

PS – A Hokie is someone who is part of the VT Community. Its origin is a college cheer

created in 1896 – and has nothing to do with putting your right hand in and your right

hand out. Although there is a Hokie Bird who can dance quite well when the need arises.

Yale University Contact and Credentials: Susan Abramson, Manager, WorkLIfe and Child Care

We are also working on developing a policy for telework …the IT/confidentially issue

seems to be a large focus…not only around HIPPA, but other sensitive and confidential

information as well.

https://policy.itc.virginia.edu/policy/policydisplay?id=HRM-013

http://www.hokiewellness.hr.vt.edu/worklife/FWO/FWO.php

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7. Telecommuting Policy Original Question:

We are looking at creating a telecommuting policy – yes, finally. Would anyone be willing to

share what they do and any issues/challenges for implementation.

Contact and Credentials: Julie Nuter, Associate Vice President Human Resources

University: DePaul University

Reference #: 002746

Date: September 25th, 2008

Responses:

Michigan State University Contact and Credentials: Lori Strom, MPA, Family Resource Center Coordinator,

Work/Life Consultant

Michigan State University does not have a formal policy that mandates the employees

opportunity to telecommute, but we have a very comprehensive set of Telecommuting

Guidelines.

Here is the link.

Again as with all flex work arrangements here, it is up to the discretion of the supervisor.



Penn State's policy is online at: http://guru.psu.edu/policies/OHR/hrg02.html

Challenges? Getting supervisors to understand that you can trust your employees to work

somewhere out of sight - to base performance evaluations on the quantity and quality of

work rather than on face time. Also, getting employees to understand that there are some

jobs that just can't be done at home (a nurse cannot work at home) and that working at

home is a privilege, not a right.

University of California, Berkeley Contact and Credentials: Wendy Nishikawa, M.F.T. Work/ Life Program manager

UC Berkeley has a telecommuting policy-

http://hrweb.berkeley.edu/POLICY/teleplcy.htm The biggest challenges involve these arrangements with your non-exempt staff due to

timekeeping, overtime, and break time requirements. Some supervisors address

timekeeping and break tracking by asking the employee to log in via email when they

begin working and also be accessible via ‘instant messenger’. Employee should log out

for required breaks via email. Additional hours involving overtime must be approved in

advance by the supervisor… however, if the non-exempt staff works unauthorized

overtime, the University must still pay this. Worker’s compensation also applies to

remote worksites. For the above reasons, many managers feel it’s more trouble than it’s

worth, although it can definitely help with work/life issues for these employees.

Telecommuting is much easier with exempt staff; general usage is typically 1-2

days/week. However, in the traditional face-to-face meeting culture that most of us still


http://guru.psu.edu/policies/OHR/hrg02.html

http://hrweb.berkeley.edu/POLICY/teleplcy.htm

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have, it can make scheduling meetings difficult, especially if done on days other than

Friday.

University of California, Davis Contact and Credentials: Barbara Ashby, MS, Manager WorkLife

I am providing links to UC Davis' workplace flexibility policies and toolkit.

http://www.hr.ucdavis.edu/Elr/workplace-flexibility

http://manuals.ucdavis.edu/spp/spp31.htm

http://manuals.ucdavis.edu/spp/spp31a.htm I am happy to address any questions you may have.

In addition, you may find the AWLP/WorldatWork guidebook to flexibility useful. It,

and several other free resources, can be downloaded from

http://www.awlp.org/awlp/home/html/homepage.jsp

University of California, San Diego Contact and Credentials: Amanda Chavez

UC San Diego's guide is online at http://blink.UCSD.edu/go/fwa One challenge we

found is with out of state or country telecommuting and labor/tax laws - we are working

on that.


Worklife Programs

I am providing links to UC Davis' workplace flexibility policies and toolkit.



http://manuals.ucdavis.edu/spp/spp31a.htm I am happy to address any questions you may have.

In addition, you may find the AWLP/World at Work guidebook to flexibility useful. It,

and several other free resources, can be downloaded from

http://www.gaawlp.org/awlp/home/html/homepage.jsp



http://manuals.ucdavis.edu/spp/spp31a.htm

http://www.awlp.org/awlp/home/html/homepage.jsp

http://blink.ucsd.edu/go/fwa



http://manuals.ucdavis.edu/spp/spp31a.htm

http://www.gaawlp.org/awlp/home/html/homepage.jsp

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8. Telecommuting during Long Distance Travel Original Question:

I know that many of our campuses offer telecommuting to some extent. A suggestion that has

come up on our campus is to allow employees who have long distance commutes o vanpools to be

able to use this commute time as work time (using laptops and getting internet access via their cell

phone). Does anyone out there do this on your campus and if so, can you give me some specifics

on how it was implemented and how it has been working?

Contact and Credentials: Wendy Nishikawa, UCSB Work/Life Coordinator

University: University of California, Santa Barbara

Reference #: 001762

Date: February 27th, 2007

Responses:


Worklife Programs

I’m checking with my colleagues here about FLSA issues, which I think might be worth

considering. It also occurs to me that travel time is very difficult to manage (things

happen, there are more distractions than in a home office or offsite office). We are very

specific about how to structure and manage telecommuting (or what we call flexplace)

through our “Flexplace Addendum” to Flexible Work Option Agreements ( found at

http://www.hr.upenn.edu/quality/worklife/flexoptions/documents/addendum.pdf This was designed with the help of our office of General Counsel and our Risk Manager.

It wouldn’t serve well for an “in transition” situation, I don’t think.

My head of Comp tells me she just was part of a professional conversation about this

issue. The key is that this should not be permitted for folks covered by the FLSA because

payment (and possible overtime) is required for all work time and it may be hard to

manage. Folks who are not covered under FLSA can work anywhere, anytime without

pay concerns; however, you may have worker’s compensation considerations. For

example, if it is standard practice to work “in transition” to or from work and there is a

car accident, is this covered under worker’s comp versus sick leave and/or FML absence?

Finally, at a place like Penn, where we have folks commuting from three states

(Pennsylvania, Delaware, and New Jersey) and numerous counties, there can be tax

issues about where the work was performed. This also is the case for working from

home, but, at least is predictable and reportable. But what if you pass through several

counties with different work tax requirements.

http://www.hr.upenn.edu/quality/worklife/flexoptions/documents/addendum.

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9. Flexible Work Schedules Original Question:

Syracuse University recently (10/03) implemented a flexible work arrangement policy. HR is

tracking the # of flexible work arrangements that are implemented. We believe that a high % of

individuals w/ FWAs would be a measure of success. Does anyone else track FWA

arrangements? If yes, what has your experience been w/ the tracking?

Contact and Credentials: Lisa Brennan, Organizational Development Specialist

University: Syracuse University

Reference #: 000021

Date: January 26th, 2004

Responses:

Pennsylvania State University Contact and Credentials: Linda E. Pierce

At Penn State we track some of the FWA, but not all. Our policies allow for

appointments of 75% to 100% FTE. Schedules can be 40 hours/week and fewer than 12

months/year, or be fewer than 40 hours/week for 12 months/year, or be a combination of

different hours/week in different months - as long as the annual FTE equals 75% or

greater. These appointments we do track.

Our policies also allow for flexibility in when and where the scheduled hours are worked

(flextime and telecommuting). Some of these arrangements are formal and ongoing,

some are sporadic. We do not track such arrangements. We do, however, require a

written agreement for telecommuting arrangements - such agreements are kept in the

department.

University of Iowa

Contact and Credentials: Jane Holland

We developed a site on our HR web site for tracking purposes. The logic is the same as

you mentioned. In addition, it helps us to identify

departments that may need assistance in implementing arrangements. My challenge is to

encourage departments to use the tracking site.

http://www.uiowa.edu/hr/famserv/flexwork/flexindex.html

Original Question: We are undergoing a review of current best practices in flexible including training programs for supervisors and managers.

I would greatly appreciate it if you could send me copies of any or all of the following:

1 - Presentation packets (i.e., powerpoint documents, handouts)

2 - Guidelines & tips for evaluating, implementing, and

managing FWA

3 - Policy documents and associated materials

Contact and Credentials: Joyce A. Rittenburg, Manager, Office of Work-Life Services

University: New York University

Reference #: 000599

Date: January 25th

, 2005

http://www.uiowa.edu/hr/famserv/flexwork/flexindex.html

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Responses:


Jane Holland at the University of Iowa has an excellent program with all of the pieces

you mention Joyce. Check out their website! It is a great model!

http://www.uiowa.edu/hr/oe/worklife/famserv/flexwork/index.html\

University of Pennsylvania Contact and Credentials: Marilyn K. Kraut, Human Resources Director, Quality of

Worklife Programs

I think this is a real foundation question about how to introduce flexible work

arrangements. I’ve appreciated everyone’s feedback so far. I thought I might add a note

about our thoughts when we first rolled out flex work guidelines for Penn. We felt it was

very important to give supervisors/managers support for saying “No” to one request

versus another. Otherwise we felt they would be afraid to say “yes” to anyone. We have

guidance about that at

http://www.hr.upenn.edu/Quality/WorkLife/FlexOptions/Training.aspx under

Section 3 - CONSIDERING A FLEXIBLE WORK OPTION PROPOSAL. And our

Staff Member Flex Tool Kit is designed to encourage the employee to see the request

through the supervisor’s eyes, either to pre-screen about whether the request is reasonable

or to help the staff member frame the proposal in a way that will be meaningful to the

supervisor.

University of Texas, Houston Contact and Credentials: Sam Hester, Work/Life Coordinator

Here is what we have on our website regarding flextime policy,

guidelines, and tips for implementation at The University of Texas

Health Science Center at Houston.

http://www.uthouston.edu/worklife/flex_time/flextimeguidelines.htm#guidelines

When I have inquiries from managers or staff, I generally take them out

to the website in lieu of any handouts since it is pretty comprehensive info on the web.

Original Question: Regarding Flexible Work Arrangements for hourly staff working in Physical Facilities or Housing

& Food Services: Are any of your departments such as Physical Facilities and Housing & Food Services utilizing

flexible work arrangements? If so, what are they doing? How did they implement it?

Contact and Credentials: Cheryl A. Laszynski, RN,BSN,MB, Program Manager, WorkLife

Connections

University: Purdue University

Reference #: 003376

Date: September 11th

, 2009

http://www.uiowa.edu/hr/oe/worklife/famserv/flexwork/index.html/

http://www.hr.upenn.edu/Quality/WorkLife/FlexOptions/Training.aspx

http://www.hr.upenn.edu/Quality/WorkLife/FlexOptions/Training.aspx#STAFF%20MEMBER=S%20FLEXIBLE%20WORK%20OPTIONS

http://www.uthouston.edu/worklife/flex_time/flextimeguidelines.htm#guide


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10. Utilization of Flex-Time Original Question:

Thanks for your very helpful links to policies and practice related to flex time and place. As a

follow up, if any of you have data on the number of staff who utilized either of those

options, I would very appreciate seeing it. Nothing fancy – just basic info on the frequency of use.

Contact and Credentials: Cathy Jacobs, Director, Work/Life Resources

University: Virginia Tech

Reference #: 002313

Date: January 10th, 2008

Responses:


In 2007, the data I tracked follows. Please note that the numbers are voluntary and self-report. I know

there are many, many more.

Section from Annual report -- The Family Services Office is responsible for providing consultation and a web site offers resources and tools. A major effort this year was working with the Department of Emergency Services to evaluate its

telecommuting arrangement program. The evaluation, “Return on Investment, will be completed

November 2007. This year and continuing next, a re-conceptualization of workplace flexibility is occurring. On-going activities included:

· Managerial Series: 16 in attendance – all agreed that they have a better understanding now of flexible work

arrangements; 75% said their work productivity and performance would be improved. · What HR Representatives and Supervisors Need To Know (two sessions): 46 registrants with 23 returning

evaluations – 96% felt the session met their learning needs; 69% felt that their work performance or

productivity will improve after this course. · Encouraging HR representatives, managers and supervisors to record approved flexible work arrangements

on the HR, Self Service site showed 26 new recorded arrangements and 138 continuing for a total of

164. Last year the total was 162. These numbers are not complete. · The Family Services Coordinator provided 7 departmental consultations.

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