Looking for sentences with 'Flextime'? Here are some examples.
1. | How to use flextime in a sentence. flextime. Young career women are more likely to demand things like flextime and less overtime from employers. Eighty-two percent of education employers offer flextime, and 53 percent allow job sharing. |
2. | How to use flextime in a sentence? flextime is a work arrangement in which employees can choose the starting and finishing times of their workday. Having such a weird flextime results in poor performance for employees as well as employers alike and usually attributes to a greater or increase workload overall. |
3. | flextime is a flexible schedule in which workers can alter workday start and finish times. Employees are still required to work a set number of hours per day (e.g., eight) or per week (e.g., 40), but they are allowed to choose when — within agreed-upon limits — they will clock in and when they will clock out. |
4. | Non-traditional work scheduling practice which allows full-time employees to choose their individual starting and quitting times within certain limits (such as 'not earlier than 5 a.m.' and 'not later than 9 p.m.'). flextime periods usually precede or follow a core time during which all employees must be present. |
5. | flextime work schedules and job sharing are types of creative employment arrangements. In a flextime work schedule, an employee is required to work a specific number of hours in a day, week or month, but can set the start and end times of those hours. |
6. | English Language Learners Definition of flextime : a system in which employees are required to work a certain number of hours but are allowed to choose their own times for starting and finishing work See the full definition for flextime in the English Language Learners Dictionary |
7. | flextime is a flexible hours schedule that allows workers to alter workday start and finish times. In contrast to traditional work arrangements that require employees to work a standard 9 a.m. to 5 p.m. day, flextime typically involves a 'core' period of the day during which employees are required to be at work, and a 'bandwidth' period within which all required hours must be worked. The working day outside of the 'core' period is 'flexible time', in which employees can choose when they work, su |
8. | Employees who use the flextime option have to _____. A) work from the office for three days of the week B) work from home on a relatively permanent basis C) work from the office based on a schedule fixed with the compatible partner they function with |
9. | flextimeflextime is a work option when an employee of the university works an approved alternate work schedule that enables completion of the traditional 40 hours per week in fewer or more than five full workdays. flextime may include varying the time of day an employee works, the days of the week an employee works, or both. |
10. | flextime is a work schedule arrangement that allows employees to work outside of the typical 9 to 5. Most commonly, you’ll find the early birds choosing a 7am to 3pm schedule and the night owls preferring to start work at 10am and finish at 6pm. |
11. | Flex time (sometimes spelled flextime) is basically a way of working that values achieving set goals more than actual time put in at the office. Work time is flexible, and employees can come into the office whenever they like, rather than being locked down in a 9 am to 5 pm, Monday through Friday schedule. |
12. | For employers, flextime can aid the recruitment and retention of staff. |
13. | flextime is the most commonly requested, the easiest to manage and the most affordable flexible work option. It offers flexibility in arrival, departure and/or meal times, typically with a designated core-time mid-day during which all staff members are present. |
14. | Employees who use the flextime option have to _____. A) work from the office for three days of the week B) work from home on a relatively permanent basis C) work from the office based on a schedule fixed with the compatible partner they function with |
15. | This simple flextime definition is a good place to start: Employees can choose when to work a set amount of hours. In practice, however, companies define flextime in many ways. For example, employers often place restrictions on flextime, meaning workers have only a measured amount of freedom. |
16. | The Upside to flextime. Most employees like flextime, especially when it is indeed flexible. Flex time can put individuals in control of their work lives and personal lives. Flexible hours have become reality in the workplace. |
The Advantages and Disadvantages of Flex Time. Offering more flexibile hours can boost employee satisfaction — but there are drawbacks. The 9-to-5 has been a staple for businesses for so long that you don’t even have to think about what those numbers mean; you already know. Flextime: A work policy maintained by certain employers allowing employees to choose the times in which they work during the day. Flextime may mandate that employees being in the office during.
- Depending on salaries, employees will take between a 2.3% and 4.6% pay cut and six to 10 days of flex time. The university’s 17-member executive team will take 10% pay cuts and will not receive.
- Your actual Flextime schedule will be specified in your Flexible Work Agreement with approval from your supervisor and department head. Scenario 1 — Staggered hours within a fixed schedule Start and end times differ from the typical 8:30 a.m. Schedule, but the schedule each day and the days of the week are constant.
- N (Industrial Relations & HR Terms) a system permitting flexibility of working hours at the beginning or end of the day, provided an agreed period of each day (core time) is spent at work. Also called (informal): flexi. That can be bent easily.
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Remote work, especially in a world affected by Covid-19, naturally leads to “flex time.” Employees with small children might be getting the majority of their work done at night after the kids are in bed. Others are working early and hoping to quit early. Still others are starting late and working late.
If everyone on your team is working different hours, you may be getting emails and messages at all hours of the day, night, or weekend — which can quickly create an always available, or “always-on” environment. That might be necessary in some industries during these challenging times, but certainly not in every industry and not for everyone in any industry. But once this takes root in your company culture, it becomes difficult, if not impossible, to “reset” later. And “always-on” isn’t sustainable. It increases pressure and quickly turns your company into an unpleasant place to work. It might cause even the most dedicated employees to consider other offers.
Further Reading
Coronavirus: Leadership and Recovery
Leadership & Managing PeopleBook
I’ve been helping clients implement policies that prevent this for years, but it’s even more important now that employees are suddenly thrust, unprepared, into this unfamiliar work situation. So how can you accommodate your employees’ needs while still protecting your culture and your team’s work-life balance? The key is to embrace and encourage flex time while also defining clear “communication hours” (for example, 8 a.m. to 6 p.m.). Outside of those hours, employees should be encouraged to change their settings to “Do Not Disturb” and to use the “schedule send” feature of their email client so that messages only get delivered during communication hours.
If any correspondence must happen outside of the set communication hours, such as for urgent or time-sensitive issues, make them phone or text only. This way people can comfortably close down all other communication channels like email, Slack, instant messenger, etc. The act of having to call or text someone is usually enough to give the sender a pause to think, “Do I really need this person now, or can the communication wait?” This allows everyone on your team to work whenever is appropriate for them, but not feel like they have to work all the time to accommodate everyone else’s schedule. Infographics 2 7. These challenging times don’t make downtime any less important. In fact, your team won’t handle the increased stress well without appropriate downtime.
Here’s how to improve the odds of success when implementing this policy:
Address the problem head on
First, explicitly acknowledge the problem and emphasize the importance of downtime. This can be done in a “virtual town hall,” which is a useful practice to keep everyone connected if your team is remote. These can be live or recorded messages from the CEO and senior leadership. I recommend making these leadership communications on a regular basis, and repeating the importance of downtime frequently for reinforcement. The message can be something like this, “We believe that downtime is important, and we recommend that you track the hours you spend working, and limit those to roughly 40 hours a week. Depending on your role, there may be times when more hours are required, but we expect and encourage you to balance busier times with intermittently lighter schedules.”
It may be tempting to refrain from giving this implicit instruction, especially if your organization is negatively impacted by the pandemic. But it will have a positive impact on your culture in the long term.
Provide guidelines for communication channels
Second, establish clear guidelines about which communication channel should be used in which situation. You should continue to practice and enforce these guidelines even after stay-at-home orders are lifted and people come back to the office. For example, email should never be used in the case of urgent or time-sensitive communication. This treats email as a “synchronous” communication channel and it can never be that. No one is capable of monitoring every message in real time, and to attempt it is an exercise in futility and a sure path to stress, overload, and eventually, burnout. The classic clip of Lucy and Ethel at the chocolate factory illustrates this problem perfectly.
If email is ever used to communicate urgent and time-sensitive communication, you’ll force your team to have to check every new message as it arrives, which is every few minutes for most people. This not only prevents downtime, but it also prevents your team from applying themselves to any of their important work in a thoughtful, undistracted way. I bet everyone on your team has work that requires more than a few minutes of sustained attention!
These communication guidelines should take the established “communication hours” into consideration. Below is an example to get you started. You should ensure you have a complete inventory of all the ways your team uses to communicate both internally and externally, and adjust your guidelines accordingly.
Use technology to your advantage
Consider technology solutions to help reinforce your desired behavior, such as programming the corporate server so even if emails are sent outside of communication hours, they aren’t delivered until the designated times. Check if your team collaboration tools have “global settings,” so everyone is automatically set to “Do Not Disturb” mode outside of the designated communication hours.
Model the desired behavior
Flextime 1 4th Quarter
And finally, leaders must model the behavior, or else it will never work. Anyone in the organization who manages others should work hard to follow the guidelines themselves, and also reward and discourage behaviors accordingly. For example, saying, “Thanks for being so responsive” to someone who answers an email outside of the defined communication hours sends a mixed message and will undermine the guidelines. Any “policy” that isn’t followed by leadership isn’t really a policy at all. When leaders don’t follow a policy, it erodes the trust, and therefore the culture, in an organization, because then you end up with “the official policy” and “the way everyone actually behaves.”
With businesses thrust into a new reality they didn’t plan for, it’s easy for unintended results to erode company culture. If specific attention isn’t given to the characteristics and consequences of the new reality, those unintended results will have detrimental effects that could last a long time. It’s not too late to implement policies that will benefit your team’s work-life balance while also protecting your organization’s culture.
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