4-day work weeks September 25, 2008

1. 4-day work weeks September 25, 2008 Robert L. Whiddon Editor, Employee Benefit Adviser\ robert.whiddon@sourcemedia.com 202-504-1120

2. Rex Facer Bringham Young University Romney Institute of Public Management rfacer@byu.edu Today’s speaker

3. Rex Facer Facer is an assistant professor of public finance and management and a Warren Jones Fellow in BYU’s Romney Institute of Public Management. His expertise includes city management, public finance, public management strategy and public policy analysis. Research highlights include public budgeting and finance, municipal annexation, public service motivation, public and private organizational differences, and organizational change. Facer received his PhD in public administration from the University of Georgia in 2002.

4. Implementing a 4-Day Work Week: Maximizing the Benefits, Overcoming the Obstacles Rex L. Facer II, PhD Lori Wadsworth, PhD Romney Institute of Public Management rfacer@byu.edu lori_wadsworth@byu.edu

5. Agenda Background Research Implementation Issues: 5 Ps Phronesis: Practical Wisdom

6. History of work schedules 1840’s Great Depression FLSA – law governing workweek Introduction of Alternative Work Schedules Background

7. Flex-time Telecommuting/Teleworking Job Sharing Compressed Workweek Alternative Work Schedules

8. 3/36 4/32 9/80 4/10 Forms of Compressed Workweek

9. Alternative Work Schedules and Work-Family Balance, Review of Public Personnel Administration, June 2008, pp 166-77 (available free of charge at rop.sagepub.com) Employee Surveys Citizen Survey HR Directors Pre- and Post-change Surveys Our Research

10. People Purpose Process Performance Perceptions Implementation Issues

11. Employees Customers/Clients Managers & supervisors People

12. Organizational economics Impact of rising fuel prices Employee impact Organizational impact Environmental impact Employee recruitment and retention Purpose

13. How do you start? Employee participation Experience of others Employee surveys Pilot program Process

14. Implementation considerations: Mandatory or optional Scheduling choices Office staggered Employee staggered Office closed down Technology implications Process

15. Policy issues Vacation & sick leave Holiday pay Legal issues ADA accommodations FMLA FLSA State laws Process

16. Ensure accountability for performance Monitor performance Periodic assessment What to measure? Performance

17. Employees – extremely positive Clients/Customers – mixed, depends on service access Unions – mixed, but trend to greater support of AWS Managers – very positive Organization – very positive Perceptions

18. Work-life balance Stress Transportation Costs Autonomy Sick leave Perceptions: Employee Benefits

19. Fatigue Stress Isolation “Face time” Child care/Elder care Perceptions: Employee Drawbacks

20. Employee morale Work-life balance Customer service Productivity Talent management Absenteeism Costs Perceptions: Organizational Benefits

21. Interfacing “Face time” Fairness Payroll Productivity Customer service Perceptions: Organizational Drawbacks

22. Phronesis comes from the work of Aristotle. It is the ability to make changes to enhance the quality of life. Small wins Organizational champion Sufficient resources for success Phronesis: Practical Wisdom

23. Questions???

24. Stay tuned for our next edition of the Friday Fray – an occasional online discussion series, offering benefits professionals the opportunity to interact with each other and leading experts on a variety of important subjects. Next Friday (Oct. 3): Wellness Rx – How to create an effective and compliant wellness program.Register online. E-mail McLean.Robbins@sourcemedia.com with future Fray suggestions, questions, or comments.