Recognizing the need for Seattle Pacific
University employees to maintain work, family and personal commitments,
SPU supports flexible scheduling options that are mutually agreed
upon by both SPU and the employee. All flexible scheduling arrangements
must be cost neutral and contribute to customer service, productivity,
and employee morale.
Flexible schedules may include variations
in daily beginning and ending work time periods, or a compressed workweek
providing those schedules comply with state and federal wage and hour
Employees desiring flexibility in their
schedule should give their immediate supervisor a written proposal
detailing the adjusted schedule and how that schedule meets the requirements
of their job description and the goals purpose of this policy. Immediate
supervisors may approve proposals for flexibility, which in their
view meet the purpose and scope of this policy. Requests for flexibility
exceeding the scope of this policy should be discussed with the area
dean or director. The agreement to flex a schedule may be withdrawn
at any time if, in the supervisor's view, it is no longer in the best
interest of SPU to continue the arrangement. The Director of Human
Resources (or designate) is available to consult with supervisors
on options for flexible scheduling.
Supervisors should consider the following
guidelines as they review employee proposals for flexible schedules:
In making decisions about flexible scheduling
options, please keep in mind the legal distinctions between nonexempt
(hourly) and exempt (salaried) employees. Those distinctions may affect
Nonexempt Staff: As
stated in the Staff Handbook under the Compensation
& Benefits section, "The Federal Fair Labor Standards
Act (FLSA) and the Washington Minimum Wage Act require the employer
to keep a record of the weekly hours worked by each nonexempt employee
and to pay overtime for all hours worked in excess of 40 hours in
a work week. The work week at the University is from 12:00 am Sunday
through 11:59:59 pm Saturday. Each nonexempt employee is required
to keep a daily record of hours worked on SPU time sheets. Time sheets
are signed by the employee and the supervisor and turned in to the
Payroll Office according to the schedule published by that office.
Exempt Staff: Exempt
staff are paid on a salary basis. Exempt staff are paid "to get
the job done" as opposed to being paid for the exact hours worked
during each workweek.
For more complete information about the
distinction between exempt and nonexempt status, please see the "Wage
and Hour Laws" section of the Supervisor's Manual.
- Variations in start and end times (e.g.,
7:30 AM to 4:30 PM or 6:00 AM to 3:00 PM)
- Compressed work week (e.g., four ten-hour
- Modified versions of telecommuting and
work from home (must be discussed with department head/dean)
- Job sharing (must be discussed with
- Supervisors who establish flexible schedules
should insure that their department is adequately covered and
customer service is fully functioning for the entire regular business
day (between 8:00 AM to 5:00 PM).
- Departments implementing flexible schedules
must maintain or increase service levels to their constituents.
An example of how to increase service levels may be to flex a schedule
from 8:00 AM to 5:00 PM, to 9:30 AM to 6:30 PM. This schedule may
better accommodate "customers" needing service after the
regular business day, while meeting the needs of an employee who has
daily personal morning commitments.
- Employees working on a flexible schedule
must maintain or increase personal productivity levels.
- The implementation of flexible schedules
should not add a cost to the University. (Examples of added costs
could include temporary staff or overtime for other employees).
- Flexible schedules should be customized
based on the department's needs, the employee’s "customers"
needs and the employee’s needs for flexibility.
- In considering flextime for an employee,
the needs of coworkers who are on a different schedule should be evaluated
and balanced with the needs of the requesting employee. Reasonable
adjustments are expected by both the requesting employee and coworkers
to make a flexible schedule successful. For instance, on the one hand
the employees on a flexible schedule need to be accessible to other
coworkers at certain times even though they are not at work. On the
other hand, coworkers can rely on email and voice mail for communication
and response instead of expecting immediate response for their own
convenience. Good judgment, consideration and accommodation and understanding
of other’s needs are the ingredients for success.
- In considering an employee’s proposal
for an adjusted schedule, the supervisor must take into consideration
whether that employee’s work lends itself well to flexibility. For
example, a flexible schedule for a receptionist in a small office
would likely hinder the department from meeting its service needs.
- Flexible scheduling is a privilege (not
an entitlement) that a supervisor might give to an employee. In considering
an employee’s proposal for an adjusted schedule, a supervisor should
evaluate the employee’s past work performance.
- Each flexible scheduling arrangement
should be implemented on a trial basis, with evaluation points occurring
at the supervisor's discretion. Trial periods of at least three to
four month intervals for the first year are recommended. Supervisors
should attempt to measure feedback from "customers" on effects
of employee flextime.
- Flexible scheduling beyond the scope
and purpose of this policy must have the approval of the department
head/dean in consultation with the area Vice President.
- The Director of Human Resources (or
designate) is available to consult with supervisors who are considering
an employee's proposal for a flexible schedule