Guidelines for Initiating FWAs

In order to request a flexible work arrangement (FWA), a staff member must complete a FWA proposal and submit it to the manager for consideration.  Each staff-initiated proposal goes through the same process, as described below, and is evaluated on its own merits.  Managers may also initiate such arrangements.  The goal is a consistent application of the process, and finding FWAs that are appropriate.

Staff: Initiating a FWA

Staff interested in a FWA should prepare a clear, realistic proposal that includes a strong business rationale for the arrangement.  Writing the proposal helps staff think through the issues from their own and other perspectives, and provides a document that staff and managers can use as a basis for discussion.  By taking ownership of the process, the staff member will have more control and a greater stake in the arrangement's success.

In summary, staff members should complete the proposal form and meet with his/her direct supervisor to discuss a FWA request. Modifications of the proposal form and additional meetings may be necessary.  If the FWA is approved, the staff member should work with his/her supervisor to develop an implementation plan and keep a final draft and signed proposal copy for his/her records.

For more information on initiating a FWA, please visit the Human Resources website.

Managers: Reviewing FWA Proposals

Managers who receive a proposal request for a FWA should review and evaluate the proposal with an open mind and schedule a meeting with the employee to discuss the proposal.  Managers may want to consider consulting their department's HR representative, HR Client Manager, and/or the Office of Work/Life to discuss the proposal.

It is the managers responsibility to accept or decline the proposal and meet with the staff member to inform him/her of the decision as soon as possible.  Decisions about FWA's should be made on the basis of whether business and operational goals can be met under the proposed arrangement; the staff members personal reason is not a determining factor in the process.  People want to work differently for diverse and compelling personal reasons. Managers should not be in the business of judging those reasons.  Their focus must be on the impact of a change on the organization and on the value that might be added by working differently.

If the proposal is accepted, the manager and the staff member should develop an implementation plan, discuss timekeeping issues, and expectations and deliverables. The manager would then communicate the change to the department and any necessary business partners. If the proposal is denied, the manager should schedule a meeting with the staff member to explain the business rationale.

For more information on reviewing and approving a FWA proposal, please visit the Human Resources website.

Managers: Initiating FWAs

When operational needs require a staffing review, managers may want to consider FWAs as an option for their business planning. 

Manager-initiated FWAs should not be used as a method for changing individuals' hours or salary. Managers should base flexible work decisions on business needs and operational goals.  Managers are required to consult with their HR client manager when considering implementing FWAs as part of business needs and operational goals.  All manager-initiated FWAs require final approval by CUHR. 

For more information on a manager-initiated FWA, please visit the Human Resources website.


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