1. Making Flexible Scheduling Work A Case Study Annual Work/Life Conference Session 4, 1:15 to 2:30 pm, Kalamazoo Michigan League October 14, 2008 Kris Crawford, Director HRRIS

2. Agenda Case Study Workforce Goal Approach Major Deliverables Workplan Deliverables Consideration Factors Final Proposal (see handout) Revisit Schedule Q & A 6/14/20152Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

3. Workforce 22 Staff members – 3 exempt non-management – 3 exempt first-line management – 5 non-exempt position specific work – 11 non-exempt core transaction analysts Office hours are 8 am – 5 pm weekly Customer service required between these hours 6/14/20153Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

4. Goal Propose a flexible schedule to Senior Management – Demonstrated thorough research – Does not increase management workload – Customer service is not diminished – First-line management coverage all office hours – Endorsed by all management levels and staff members as being fair and reasonable 6/14/20154Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

5. Approach Director confirmed requirements from Senior Management Canvassed for department volunteers Director’s role was as a project manager – 3 staff members and director Kickoff Meeting – Develop workplan (planned 3 months, actual 6 months to complete) Activities/Deliverables Status Meetings 6/14/20155Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

6. Major Deliverables Flexible Schedule Team proposal to department lead team members (all exempt staff) Director’s proposal to Senior Director 6/14/20156Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

7. Workplan Deliverables Canvass all 22 staff for their – Desired scheduled work hours – Reasons for these work hours – Desired lunch and break times; and – Attendance summary per month since last annual evaluation. Review standards and practices – Overtime Standard Practice Guide – Central office’s break and lunch time standards – Current work schedule standards – Other similar unit standards with flexible schedules 6/14/20157Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

8. Workplan Deliverables (cont’d) Identify position specific work – receptionist – filing – unique transaction Identify common meeting times for all-staff meetings Analyze the data and determine impact – Most meetings held without project manager (averaged one hour meeting every two weeks) 6/14/20158Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

9. Workplan Deliverables (cont’d) Communicate, communicate, communicate – Share workplan with all staff – Planned communication at various milestones – Progress report/issue resolution meeting with Director as needed Design a comprehensive presentation package 6/14/20159Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

10. Consideration Factors Flexible schedule and good work performance Different competency level across staff Flexible schedule and close supervision Flexible schedule and attendance Management processing alternatives for position specific work Management expectation for non-peak daily activity time periods 6/14/201510Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

11. Consideration Factors (cont’d) Pros/Cons current schedule standards Ensure central office all-staff meeting attendance --- barring vacation/sick time – without the use of overtime or loss of work time. “How was last night/weekend/vacation?” 6/14/201511Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

12. Consideration Factors from Director Will not endorse proposal if: – It does not demonstrate serious consideration of the factors mentioned above. – It significantly increases the management workload of the first-line supervision – It does not include first-line management coverage from 8 am – 5 pm 6/14/201512Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

13. Final Proposal Handout 6/14/201513Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

14. Revisit Schedule January 2007: – Exempt staff member required a year of elderly care that was best supported with having a least a weekday off every ten working days. January 2008 – Due to reorganization and budgeting through attrition revisited updated standards. 6/14/201514Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference

15. Q & A 6/14/201515Making Flexible Scheduling Work - A Case Study / Annual Work Life Conference