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Alternative Work Schedules

On this page, introduction, authority and responsibilities, policy/guidance, procedures for establishing alternative work schedules, procedures for terminating alternative work schedules.

• Special Provisions for Time Accounting

Changes in Payroll Procedures and Personnel Policies

Seasonal schedules, definitions, flexible work schedules (fws).

• Compressed Work Schedules (CWS)
• APPENDIX A. Comparison of Flexible and Compressed Work Schedules
• APPENDIX B. Models of Flexible Work Schedules
• APPENDIX C. Models of Compressed Work Schedules
• APPENDIX D. Flexifinder

Handbook on Alternative Work Schedules

The information in this handbook is guidance. Where requirements are stated, we have cited law or regulation. Also see Negotiating Flexible and Compressed Work Schedules .

The purpose of this handbook is to provide a framework for Federal agencies to consult in establishing alternative work schedules and to provide additional information to assist agencies in administering such programs.

This handbook, with its appendices, provides detailed information on the administration of flexible and compressed work schedules , jointly referred to as alternative work schedules or AWS . However, this handbook does not cover every situation that may arise under an alternative work schedule or other work scheduling options available under 5 U.S.C. 6101 . Moreover, since AWS programs for bargaining unit employees are established by negotiated agreements, bargaining unit employees and their supervisors and managers should consult the applicable collective bargaining agreement for its AWS provisions.

Although the decision to establish an AWS program is at the discretion of the agency head, this discretion is subject to the obligation to negotiate with the exclusive representative(s) of bargaining unit employees. Consequently, references in the following pages to actions that agencies may take in implementing AWS programs should not be construed as authorizing unilateral action where bargaining unit employees are concerned.

Terms are defined in the definitions section. Readers unfamiliar with the terminology of alternative work schedules will find it helpful to review these definitions.

For information on the labor relations aspects of establishing and terminating alternative work schedules, see the Labor-Management Relations Guidance Bulletin, "Negotiating Flexible and Compressed Work Schedules," July 1995, OLRWP-12, which can be downloaded from OPM ONLINE, (202) 606-4800.

Under 5 U.S.C. 6122 , a flexible work schedule includes designated hours ( core hours ) and days when an employee must be present for work. A flexible work schedule also includes designated hours during which an employee may elect to work in order to complete the employee's basic (non-overtime) work requirement.

Under 5 U.S.C. 6121(5) , a compressed work schedule means that an employee's basic work requirement for each pay period is scheduled (by the agency) for less than 10 workdays. See the definition and requirements for regularly scheduled work in 5 CFR 610.102 and 5 CFR 610.111(d).

Compressed work schedules are always fixed schedules. (See Comptroller General report B-179810, December 4, 1979.) Another difference between flexible and compressed work schedules is that an employee on a flexible work schedule may be credited with a maximum of 8 hours towards the employee's basic work requirement on a holiday or Sunday (see 5 U.S.C. 6124 and the definition of Sunday work in 5 CFR 550.103), whereas the number of holiday or Sunday hours for an employee on a compressed work schedule is the number of hours regularly scheduled for the employee to work on that day if not for the holiday (see 5 U.S.C. 6128(c) and (d) ).

There is no authority to establish hybrid work schedules that borrow selectively from the authority for flexible work schedules and the authority for compressed work schedules in an effort to create a hybrid work schedule program providing unauthorized benefits for employees or agencies. See Comptroller General report B-179810, December 4, 1979, and 50 FLRA No. 28, February 23, 1995. However, it should be noted that some forms of flexible work schedules (e.g., maxiflex) allow work to be compressed in fewer than 10 workdays in a biweekly pay period .

• promulgate regulations necessary for the administration of AWS programs,
• provide educational material and technical assistance relating to AWS programs, and
• conduct periodic reviews of AWS programs established by agencies .
• It is the agencies' responsibility to determine whether to establish AWS programs; how to comply with the spirit of the President's memoranda of July 11, 1994, and June 21, 1996, on providing family-friendly work arrangements in the executive branch; negotiate with exclusive representatives when appropriate; administer the programs efficiently; and ensure that the AWS programs do not cause an adverse agency impact. (See section 7c, below.)
• Agencies wishing to establish flexible or compressed work schedules permitted under 5 U.S.C. 6122 and/or 5 U.S.C. 6127 do not need OPM approval.

Under subchapter II of chapter 61 of title 5, United States Code, AWS programs may apply to employees of any executive agency (excluding the U.S. Postal Service), any military department, the Government Printing Office, or the Library of Congress.

Nothing in the AWS program should be interpreted as diminishing the authority of an organization using nonstandard work schedules under 5 U.S.C. 6101 to continue to operate under those schedules with their applicable premium pay entitlements. (A "nonstandard work schedule" includes any schedule in which full-time employees work other than the standard schedule of 8 hours per day and 5 days per week in an administrative workweek. Such schedules include first 40-hour tours of duty, work schedules for employees receiving annual premium pay for regularly scheduled standby duty or administratively uncontrollable overtime, work schedules for employees receiving availability pay, and any schedule in which employees work more than 8 hours per day or 40 hours per week.)

• AWS programs have the potential to enable managers and supervisors to meet their program goals while, at the same time, allowing employees to be more flexible in scheduling their personal activities. As employees gain greater control over their time, they can, for example, balance work and family responsibilities more easily, become involved in volunteer activities, and take advantage of educational opportunities. The employee benefits provided by AWS programs also are useful recruitment and retention tools.
• The President's memorandum of July 11, 1994, "Expanding Family-Friendly Work Arrangements in the Executive Branch," directed the heads of all executive agencies to establish a program to encourage and support the expansion of flexible family-friendly work arrangements. The President's memorandum of June 21, 1996, "Implementing Federal Family Friendly Work Arrangements," directed the heads of all executive agencies to review their personnel practices and develop a plan of action to provide their employees flexible hours that will enable employees to schedule their work and meet the needs of their families.
• An agency may determine the general policy, as well as guidelines, instructions, and procedures providing for the establishment of AWS programs in its headquarters and field activities.
• An agency may establish any number of AWS programs.
• The suspension of premium pay and scheduling provisions of title 5, United States Code, and the overtime pay provisions of the Fair Labor Standards Act of 1938, as amended (FLSA), as specified in 5 U.S.C. 6123 and 6128 , apply only to organizational units participating in an AWS program. All other provisions of title 5 and the FLSA remain in effect for nonparticipating organizations .
• Bargaining unit employees may participate in an AWS program only under the terms provided in a negotiated agreement (5 U.S.C. 6130(a)(1) and (2)). Therefore, an agency wishing to establish such a program for these employees must negotiate the establishment and terms of the program with the exclusive representative of the bargaining unit.
• In an unorganized unit, a majority of affected employees must vote to be included in a CWS program. (See 5 U.S.C. 6127(b) .) Agencies may unilaterally install FWS programs in unorganized units. For FWS programs, there is no requirement for a vote of affected employees.
• If the head of an agency determines that a proposed AWS schedule will have an adverse impact on the agency, the agency may not establish such a schedule ( 5 U.S.C. 6131(a)(1) ). If the agency and the union representing bargaining unit employees reach impasse over this determination, the impasse must be presented to the Federal Service Impasses Panel for resolution ( 5 U.S.C. 6131(c)(2)(A) ).
• a reduction of an agency's productivity,
• a diminished level of services furnished to the public, or
• an increase in the cost of agency operations (other than an administrative cost to process the establishment of an AWS program). (See 5 U.S.C. 6131(b) .)

If the head of an agency finds that a particular AWS schedule has had an "adverse agency impact," the agency must promptly determine not to continue the schedule ( 5 U.S.C. 6131(a)(2) ). If establishment of the AWS schedule was negotiated, the agency may reopen the agreement to seek its termination ( 5 U.S.C. 6131(c)(3) ). If an impasse results, the dispute goes to the Federal Service Impasses Panel, which will determine within 60 days whether the agency's determination is supported by evidence. If it is, the Panel must act in favor of the agency. See 5 U.S.C. 6131(c)(3)(B) and (C) . The AWS schedule may not be terminated until agreement is reached or the Panel acts. (See 5 U.S.C. 6106 and 6131(a)(3)(D).)

Special Procedures for Time Accounting

• The requirements for time accounting applicable to Federal civilian employees are found in part I of chapter 3 of Title 6 of the General Accounting Office (GAO) Policy and Procedures Manual for Guidance of Federal Agencies. Before establishing a time accounting system for use with an AWS program, agencies are encouraged to review GAO's guidance.
• Agencies wishing to participate in an AWS program must establish a time accounting method that provides the supervisor with "affirmative" or personal knowledge of each employee's entitlement to pay by showing the number of hours of duty, attendance, and the nature and length of absences. (See 5 CFR 610.404.)
• When a supervisor cannot approve from personal knowledge the entitlement to pay for an employee on an alternative work schedule , there are a number of time accounting options available that may be used to ensure adequate controls. Examples are provided in paragraph "c" below.
• No specific form of timekeeping is appropriate in all situations. Rather, each organization should examine its own particular needs and make its selection based upon its needs. GAO no longer prescribes methods for accounting for time.
• Work Report System. A portion of the Time and Attendance Report form used in many organizations may be set aside to record arrival and departure times, as well as any other exceptions to the normal workday.
• Sign-in/sign-out sheets. Each employee is required to enter his or her name, time of arrival and departure, and other exceptions to the normal workday.
• Automatic Time Recording Equipment. These systems may be used for flexible work schedule programs in Washington, DC, and elsewhere. (See 5 U.S.C. 6125.)
• Work output assessment. For employees permitted to telecommute, supervisors determine the reasonableness of the work output for the time spent and also make occasional telephone calls or visits during the employee's scheduled work time.

The introduction of an AWS program may necessitate changes in payroll procedures, including computer programs. For example, schedules that allow for the use of credit hours may require changes in time and attendance cards or additional records to account for each employee's credit hours. Agencies may permit the accumulation and use of credit hours or overtime hours in fractions of an hour.

If they so desire, agencies may implement AWS programs only for certain periods or seasons of the year. Generally, there are two reasons for such seasonal implementation:

• The agency's mission and functions are seasonal in nature; or
• The agency determines that, though an AWS program for the entire year would not be feasible, it would be possible from the perspective of the agency's mission, and of substantial benefit to its employees , to implement such a schedule for a certain period(s) of the year.

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The definitions in this handbook apply only to Alternative Work Schedules.

• in the case of a full-time employee, an 80-hour biweekly basic work requirement that is scheduled by an agency for less than 10 workdays; and
• in the case of a part-time employee, a biweekly basic work requirement of less than 80 hours that is scheduled by an agency for less than 10 workdays and that may require the employee to work more than 8 hours in a day. (See 5 U.S.C. 6121(5).)
• in the case of a full-time employee, has an 80-hour biweekly basic work requirement that allows an employee to determine his or her own schedule within the limits set by the agency; and
• in the case of a part-time employee, has a biweekly basic work requirement of less than 80 hours that allows an employee to determine his or her own schedule within the limits set by the agency.

Basic Work Requirement

The basic work requirement of a flexible work schedule is the number of hours, excluding overtime hours , an employee must work or otherwise account for by leave, credit hours , holiday hours, excused absence, compensatory time off, or time off as an award.

• A full-time employee must work 80 hours/ biweekly pay period , or a multiple of this requirement, as determined by the agency head. Agencies may also establish daily or weekly basic work requirements.
• A part-time employee works fewer hours than a full-time employee within a specified period of time, as determined by the agency head consistent with 5 U.S.C. 3401 through 3408 and 5 CFR part 340.

Tour of Duty

Overtime hours are not included in the definition of a tour of duty for employees under AWS.

• The types of FWS vary significantly. Agencies have the authority to establish flexible and core hours to meet their needs. Agencies are encouraged to delegate this authority to the lowest practicable organizational levels. (Appendix B suggests some possible AWS schedules. These models are not all-inclusive; they illustrate alternatives that agencies may adapt to fit their specific needs.)
• Temporary changes in the tour of duty may be made under the terms of a negotiated agreement, if applicable, or agency policy.

Credit Hours

• Credit hours may be worked only by employees covered by FWS programs. If the agency's FWS plan permits credit hours, the agency may approve an employee's request to work credit hours to be applied to another workday, workweek, or biweekly pay period . Not all FWS programs provide for credit hours.
• Credit hours are worked at the election of the employee consistent with agency policies; they are distinguished from overtime hours in that they are not officially ordered and approved in advance by management. Credit hours must be worked within an employee's non-overtime tour of duty (see subsection b(1) above) .
• An employee's right to use earned credit hours is governed by policies established under an agency FWS program. See 5 U.S.C. 6122(a) .
• When an employee uses credit hours, such hours are to be counted as a part of the basic work requirement to which they are applied. An employee is entitled to his or her rate of basic pay for credit hours, and credit hours may not be used by an employee to create or increase entitlement to overtime pay.
• An agency may place a limit on the number of credit hours an employee may earn during a biweekly pay period. An agency also may limit the number of credit hours an employee may earn on a daily or weekly basis. Further, a time frame may be set within which employees may use credit hours after they have been earned. Section 6126(a) of title 5, United States Code, limits the number of credit hours an employee may carry over from a biweekly pay period to a succeeding biweekly pay period to 24 hours for a full-time employee (one-fourth of a part-time employee's biweekly work requirement). An agency may further limit the number of credit hours carried forward from one biweekly pay period to the next.
• When an employee is no longer subject to an FWS program, the employee must be paid for accumulated credit hours at his or her current rate of pay. Payment for accumulated credit hours is limited to a maximum of 24 hours for a full-time employee. For a part-time employee, the limit is one-quarter of the employee's biweekly work requirement. (See 5 U.S.C. 6126(b).) An employee may not be compensated for credit hours for any other reason (e.g., excess, unused credit hours that cannot be carried forward into the next pay period). (See 5 U.S.C. 6123(b).)
• An employee may not be paid overtime pay, Sunday premium pay, or holiday premium pay for credit hours. Credit hours must always be part of the employee's non-overtime basic work requirement. Sunday premium pay may be paid only when an employee works on Sunday, with the exception of paid leave and excused absence, and then only when permitted by law. Holiday premium pay may be paid only for work on a holiday. See 5 U.S.C. 6121(3) and 5 U.S.C. 5546(a) and (b).

Credit hours must be considered daytime hours whenever possible.

• In the event of an agency closure or early dismissal before the beginning of an employee's daily tour of duty, an employee may retain credit hours that have not been used, to the extent permitted by law and regulation (e.g., full-time employees may not carry over more than 24 credit hours to a new biweekly pay period). If an early dismissal occurs during or after the employee's daily tour of duty, the employee will be charged for credit hours that have already been used.

See "Travel" for information about credit hours and travel.

Overtime Work Determinations

• For employees under FWS programs, overtime hours are all hours of work in excess of 8 hours in a day or 40 hours in a week which are officially ordered in advance by management. (See the definition of "overtime hours" at 5 U.S.C. 6121(6). The requirement that overtime hours be officially ordered in advance also applies to nonexempt employees under the Fair Labor Standards Act (FLSA). Employees on flexible work schedules may not earn overtime pay as a result of including "suffered or permitted" hours (under the FLSA) as hours of work. See 5 CFR 551.401(a)(2).
• take time off from work on a subsequent workday for a period of time equal to the number of extra hours of work ordered;
• complete his or her basic work requirement as scheduled and count the extra hours of work ordered as credit hours ; or
• complete his or her basic work requirement as scheduled if the agency policy permits. This will result in an employee entitlement to be compensated at the rate of basic pay for any hours of work equal to or less than 8 hours in a day or 40 hours in a week. An employee also would be entitled to overtime pay for hours of work ordered in excess of 8 hours in a day or 40 hours in a week.

Compensatory Time Off

• "Compensatory time off" is time off on an hour-for-hour basis in lieu of overtime pay. For employees under FWS , the overtime hours of work may be regularly scheduled or irregular or occasional. An agency may grant compensatory time off in lieu of overtime pay at the request of the employee (including prevailing rate employees and nonexempt employees) under a flexible work schedule. (See 5 U.S.C. 6123(a).)
• any prevailing rate employee;
• any employee who is nonexempt from the FLSA; or
• any FLSA-exempt employee whose rate of basic pay is equal to or less than the rate for GS-10, step 10.
• Mandatory compensatory time off, in lieu of overtime pay for irregular or occasional overtime work, may be ordered for employees who are FLSA exempt and whose rate of basic pay exceeds the rate for GS-10, step 10. However, this does not apply to prevailing rate employees who are FLSA exempt. The rate of basic pay for GS-10, step 10, includes any applicable special rate of pay for law enforcement officers or special pay adjustment for law enforcement officers under section 403 or 404 of the Federal Employees Pay Comparability Act of 1990 (Pub. L. 101-509), respectively; an applicable locality-based comparability payment under 5 U.S.C. 5304; and any applicable special rate of pay under 5 U.S.C. 5305 or similar provision of law).

Night Pay (General Schedule and Other Employees Covered by Section 5545(a) of Title 5, United States Code)

• If an employee 's tour of duty includes 8 or more hours available for work during daytime hours (i.e., between 6 a.m. and 6 p.m.), he or she is not entitled to night pay even though he or she voluntarily elects to work during hours for which night pay is normally required (i.e., between 6 p.m. and 6 a.m.).
• Agencies must pay night pay for those hours that must be worked between 6 p.m. and 6 a.m. to complete an 8-hour daily tour of duty.
• An employee is entitled to night pay for any nonovertime work performed between 6 p.m. and 6 a.m. during designated core hours .

An employee who performs regularly scheduled overtime work at night is also entitled to night pay.

Night Differential (Prevailing Rate Employees)

Night differential will not be paid solely because a prevailing rate employee elects to work credit hours, or elects a time of arrival or departure at a time of day when night differential is otherwise authorized, except that prevailing rate employees are entitled to night differential for regularly scheduled nonovertime work when a majority of the hours of a FWS schedule for a daily tour of duty occur during the night. (See 5 U.S.C. 5343(f) and 6123(c)(2).)

Holiday Pay (When No Work Is Performed)

• Under an FWS program, a full-time employee who is relieved or prevented from working on a day designated as a holiday (or an "in lieu of" holiday under 5 U.S.C. 6103(b) or section 3 of E.O. 11582) by Federal statute or Executive order is entitled to his or her rate of basic pay on that day for 8 hours. (See 5 U.S.C. 6124.)
• If a holiday falls on a day during a part-time FWS employee's tour of duty and the employee is relieved or prevented from working on that day, the employee is entitled to his or her rate of basic pay for the typical, average, or scheduled number of hours of work for that day toward his or her basic work requirement (not to exceed 8 hours). If a part-time FWS employee has maintained a reasonably consistent schedule for several pay periods, the employee may be paid for the number of hours he or she would have worked had the holiday not relieved or prevented the employee from working (not to exceed 8 hours). If a part-time employee has no typical schedule, the agency may average the number of hours worked in prior weeks on days corresponding to the holiday to determine an employee's pay entitlement for that holiday (not to exceed 8 hours). (See 5 CFR 610.405.) A work schedule submitted in advance of the administrative work week also may be used by an agency as the basis for determining the number of hours to pay a part-time employee on a holiday. However, agencies should ensure that there is no abuse of entitlement. For example, an employee should not schedule more hours of work on a holiday than he or she has scheduled in prior weeks on days corresponding to the holiday.
• Nonworkdays Other than Sunday. If a holiday falls on a nonworkday of the employee-except for holidays falling on a Sunday nonworkday-the employee's preceding workday will be the designated "in lieu of" holiday. (See 5 U.S.C. 6103(b).)
• Sunday Nonworkday. If the holiday falls on the Sunday nonworkday of an employee, the subsequent workday will be the employee's designated "in lieu of" holiday. (See section 3 of Executive Order 11582 of February 11, 1971.)
• Part-time employees. Part-time employees are not entitled to an "in lieu of" holiday when a holiday falls on a nonworkday for the employee. (See 5 CFR 610.405.)

Pay for Holiday Work

Agencies must designate the 8 holiday hours applicable to each FWS employee. The 8 hours designated as holiday hours must include all applicable core hours .

• An employee under an FWS program who works during non-overtime and non-holiday hours that are part of the employee's basic work requirement on a holiday is paid his or her rate of basic pay for those hours of work. Example: An employee who works 10 hours on a holiday (including 1 hour of overtime work ordered by a supervisor) and who has a 9-hour basic work requirement on that day would earn holiday premium pay for the 8 holiday hours designated by the agency, his or her rate of basic pay for 1 hour (within the basic work requirement), and 1 hour of overtime pay.
• A part-time employee under an FWS program is entitled to holiday premium pay only for work performed during his or her basic work requirement on a holiday (not to exceed 8 hours). A part-time employee, scheduled to work on a day designated as an "in lieu of" holiday for full-time employees under 5 U.S.C. 6103(b) or section 3 of E.O. 11582, is not entitled to holiday premium pay for work performed on that day. (See 5 CFR 610.405.)

Pay for Sunday Work

• A full-time employee who performs regularly scheduled nonovertime work, a part of which is performed on Sunday, is entitled to Sunday premium pay for the entire daily tour of duty , not to exceed 8 hours. It is possible for an employee to have two daily tours of duty that begin or end on the same Sunday.
• A full-time employee is entitled to Sunday premium pay for the entire daily tour of duty, up to 8 hours, based upon electing to work any flexible hours on a Sunday. However, an agency may preclude employees from working flexible hours on a Sunday. See Comptroller General opinion B-245772, May 7, 1992; 5 CFR 610.111(d); and section c.(7) above.
• A part-time employee is not entitled to Sunday premium pay. (See 5 U.S.C 5546(a) and 46 Comptroller General 337 (1966).)

Paid Time Off

• Paid time off during an employee's basic work requirement must be charged to the appropriate leave category, credit hours , compensatory time off, or to excused absence if warranted.
• There is no requirement that employees use flexible hours for medical or dental appointments or other personal matters if the employee wishes to charge this time to leave. To the extent permitted by the agency , an employee may choose to charge time off during flexible hours to an appropriate leave category or use credit hours when time off is scheduled during flexible hours in order to preserve leave.
• An employee may apply no more sick or annual leave to a given day than he or she is scheduled to work on that day. In organizations in which employees are not required to schedule their daily work hours in advance, agencies should develop policies to ensure that sick leave is not abused.

Excused Absence

• The head of an agency may grant excused absence with pay to employees covered by an FWS program under the same circumstances as excused absence would be granted to employees covered by other work schedules. For employees on a flexible work schedule , the amount of excused absence to be granted should be based on the employee's established basic work requirement in effect for the period covered by the excused absence.
• Constant Pattern of Arrival. The majority of employees tend to arrive within 5 to 10 minutes of the same time each day. Once a pattern has been established, it should be used as a reference point.
• Predominant Pattern of Arrival. If an employee maintains a schedule in which one particular arrival time predominates, this arrival time should be used to determine the amount of excused absence to be granted.
• Variable Pattern of Arrival. Where there is such variation in an employee's arrival time that there is no discernible pattern, the mathematical average of the employee's arrival time for the previous 2-week period may be computed and the average arrival time used as a reference for determining excused absence.
• When employees who would otherwise be required to report to work are excused from work because of an office closure due to a weather emergency or furlough, other employees who do not have a scheduled workday(s) during the office closure or furlough may not be granted another nonworkday. In Comptroller General opinion B-217080 (June 3, 1985), the Comptroller General determined that employees taking a day off under a flexible work schedule are in a non-pay status on those days. Therefore, if the agency is closed because of weather conditions, the employees have no entitlement to an additional day off.

Temporary Duty

When an employee covered by an FWS program is assigned to a temporary duty station using another schedule-either traditional or AWS -the agency may allow the employee to continue to use the schedule used at his or her permanent work site (if suitable) or require the employee to change the schedule to conform to operations at the temporary work site.

• When an Fair Labor Standards Act (FLSA)-exempt or nonexempt employee under an FWS program is in a travel status during the hours of his or her regularly scheduled administrative workweek, including regularly scheduled overtime hours , that time is considered to be hours of work and must be used for the purpose of overtime pay calculations, as applicable. See the definitions of "regularly scheduled administrative workweek" and "regularly scheduled" in 5 CFR 610.102. Note, however, that overtime hours are initially scheduled for work, not travel.
• Because time spent in a travel status outside regularly scheduled hours is not compensable in many cases (see paragraph (3), below), agencies must determine what constitutes regularly scheduled work for employees covered by an FWS program when they travel. Agencies must also determine the number of corresponding hours for an employee on a nonworkday under the FLSA overtime provisions in 5 CFR 551.422(a)(4). For both purposes, agencies may apply the guidance outlined under "Excused Absence," above. Also, see 5 CFR 610.111(d).
• For FLSA-exempt employees under flexible work schedules , hours of work for time spent in a travel status outside the regularly scheduled administrative workweek and away from the official duty station are determined in accordance with 5 CFR 550.112(g) or 5 U.S.C. 5544 (for prevailing rate employees ). For nonexempt employees, the total number of hours of work for travel outside the regularly scheduled administrative workweek and away from the official duty station is determined by applying both 5 CFR 550.112(g) or 5 U.S.C. 5544 and 5 CFR 551.422. (See 5 CFR 551.401(h).)
• An agency may require an employee to follow a traditional fixed schedule (8 hours a day, 40 hours a week) during pay periods he or she travels.
• An employee may not earn credit hours for travel because travel in connection with Government work is not voluntary in nature. In other words, travel itself does not meet the definition of credit hours in 5 U.S.C. 6121(4), which provides that credit hours are hours within a flexible work schedule in excess of the employee's basic work requirement which the employee elects to work so as to vary the length of a workweek or a workday. If travel time creates overtime hours of work (see the previous paragraphs of this section, above) the employee must be compensated by payment of overtime pay or under the rules for granting or requiring compensatory time off.

Application of Flexible Work Schedules in Unorganized Units

Agencies may unilaterally install FWS programs in unorganized units. There is no requirement for a vote by affected employees .

Appeals to the Office of the Special Counsel (OSC)

• Within the guidelines established by the agency's FWS program, section 6132 of title 5, United States Code, protects an employee's right to elect a time of arrival or departure, to work or not to work credit hours , and/or to request or not to request compensatory time off in lieu of payment for overtime hours under an FWS program.
• Employees may contact the Office of Special Counsel (OSC) and file a complaint with that agency regarding allegations of coercion prohibited by 5 U.S.C. 6132. Violations of 5 U.S.C. 6132 are subject to investigation by the Office of Special Counsel as provided in 5 CFR part 1810.

Compressed Work Schedules

The basic work requirement of a compressed work schedule is the number of hours, excluding overtime hours , an employee is required to work or to account for by charging leave or otherwise:

• A full-time employee is required to work 80 hours in a biweekly pay period . This work must be scheduled for fewer than 10 days in a biweekly pay period. (See 5 U.S.C. 6121(5)(A).)
• A part-time employee works fewer than 80 hours in a biweekly pay period. This work must be scheduled for fewer than 10 workdays in a biweekly pay period. (See 5 U.S.C. 6121(5)(B).)

The tour of duty for employees under a CWS program is defined by a fixed schedule established by the agency . See the definition of "compressed schedule" in 5 U.S.C. 6121(5), which states that the basic work requirement is scheduled for less than 10 work days. Also, see the definition of "regularly scheduled" in 5 CFR 610.102.

Compressed work schedules are arranged to enable employees to fulfill their basic work requirements in less than 10 days during the biweekly pay period . (Examples of these schedules may be found in Appendix C.) Although agencies may change or stagger the arrival and departure times of employees, there are no provisions for employee flexibility in reporting or quitting times under a CWS program.

Compressed work schedules are always fixed schedules. (See B-179810, Comptroller General's Report to the House Subcommittee on Compensation and Employee Benefits, Committee on Post Office and Civil Service, pg. 2, footnote 1, December 4, 1979. Also, see the definition of "compressed schedule" in 5 U.S.C. 6121(5) and 50 FLRA No. 28, February 23, 1995. )

There is no legal authority for credit hours under a CWS program. The law provides for credit hours only for flexible work schedules . See 5 U.S.C. 6121(4).

Overtime Work

For a full-time employee under a CWS program who is exempt from the FLSA, overtime hours are all officially ordered and approved hours of work in excess of the compressed work schedule . For a full-time employee who is covered by the FLSA (non-exempt), overtime hours also include any hours worked outside the compressed work schedule that are "suffered or permitted." For a part-time employee, overtime hours are hours in excess of the compressed work schedule for a day (but must be more than 8 hours) or for a week (but must be more than 40 hours).

Employee requests for compensatory time off in lieu of overtime pay may be approved only for irregular or occasional overtime work by an employee (as defined in 5 U.S.C. 5541(2)) or by a prevailing rate employee (as defined in 5 U.S.C. 5342(a)(2)). Compensatory time off may not be approved for an SES member. Mandatory compensatory time off is limited to FLSA-exempt employees (who are not prevailing rate employees) whose rate of basic pay is greater than the rate for GS-10, step 10, and only in lieu of overtime pay for irregular or occasional overtime work. See 5 U.S.C. 5543(a)(2).

Night Pay (General Schedule and Other Employees Covered by 5 U.S.C. 5545(a))

The regular rules under 5 U.S.C. 5545(a) and 5 CFR 550.121 and 122 apply. An employee is entitled to night pay for regularly scheduled nightwork performed between the hours of 6 p.m. and 6 a.m.

The regular rules under 5 U.S.C. 5343(f) apply in determining the majority of hours for entitlement to night pay for prevailing rate employees .

• A full-time employee on a CWS who is relieved or prevented from working on a day designated as a holiday (or an "in lieu of" holiday under 5 U.S.C. 6103(b) or (d) or section 3 of E.O. 11582) by Federal statute or Executive order is entitled to his or her rate of basic pay for the number of hours of the compressed work schedule on that day. (See 5 CFR 610.406(a).)
• If a holiday falls on a day during a part-time employee's scheduled tour of duty and the employee is relieved or prevented from working on that day, the employee is entitled to his or her rate of basic pay for the number of hours he or she normally would have been scheduled to work that day. (See 5 CFR 610.406(b).)
• Nonworkdays Other than Sunday. Except as provided in subparagraphs (ii) and (iii) below, if a holiday falls on a nonworkday of the employee, the employee's preceding workday will be the designated "in lieu of" holiday. (See 5 U.S.C. 6103(b).)
• Sunday Nonworkday. Except as provided in subparagraph (iii) below, if the holiday falls on the Sunday nonworkday of an employee, the subsequent workday will be the employee's designated "in lieu of" holiday. (See section 3 of E.O. 11582.)
• Agency rules. Under 5 U.S.C. 6103(d), the head of an agency may prescribe rules under which a different "in lieu of" holiday is designated than would be required under 5 U.S.C. 6103(b), E.O. 11582, or the terms of any collective bargaining agreement , for full-time employees on compressed work schedules when the head of an agency determines that a different "in lieu of" holiday is necessary to prevent an "adverse agency impact." The term "adverse agency impact" is defined in 5 U.S.C. 6131(b).
• Under its authority to determine the administrative workweek (5 CFR 610.111), an agency may change an employee's schedule (and scheduled days off) for operational reasons. Schedule changes must be documented and communicated to employees in advance of the start of an administrative workweek except when the criteria in 5 CFR 610.121(a) apply. (Also, see 5 CFR 610.121(b)(2).)

Since CWS schedules are fixed schedules, employees must not be required to move their regularly scheduled days off solely to avoid payment of holiday premium pay or to reduce the number of holiday hours included in the basic work requirement . See 5 U.S.C. 6101(a)(3)(E).

• A part-time employee under a CWS program is entitled to holiday premium pay only for work performed during his or her compressed work schedule on a holiday. A part-time employee scheduled to work on a day designated as an "in lieu of" holiday for full-time employees is not entitled to holiday premium pay for work performed on that day, since part-time employees are not entitled to "in lieu of" holidays. (See 5 CFR 610.406(b).)
• A full-time employee who performs nonovertime work during a tour of duty , a part of which is performed on Sunday, is entitled to Sunday premium pay for his or her entire tour of duty on that day. (See 5 U.S.C. 6128(c).)
• A part-time employee is not entitled to premium pay for Sunday work. (See 5 U.S.C. 5546(a) and 46 Comptroller General 337 (1966).)

Paid time off during an employee's basic work requirement must be charged to sick or annual leave unless the employee used other paid leave or accumulated compensatory time off, or unless excused absence is approved.

The head of an agency may grant excused absence with pay to employees covered by a CWS program under the same circumstances as excused absence would be granted to employees covered by other work schedules.

When an employee covered by a CWS program is assigned to a temporary duty station using another work schedule-either traditional or AWS -the agency may allow the employee to continue to use the schedule used at his or her permanent work site (if suitable) or require the employee to change the schedule to conform to operations at the temporary work site.

• When an Fair Labor Standards Act (FLSA)-exempt or nonexempt employee under a CWS program is in a travel status during the hours of his or her regularly scheduled administrative workweek, including regularly scheduled overtime hours , that time is considered to be hours of work and must be used for the purpose of overtime pay calculations, as applicable. Note, however, that overtime hours are initially scheduled for work, not travel.
• For employees under a CWS program, " regularly scheduled administrative workweek " means the compressed work schedule applicable to an employee and any regularly scheduled overtime work. An agency must also determine the number of corresponding hours for an employee on a nonworkday for the purpose of determining hours of work for travel under the FLSA overtime provisions in 5 CFR 551.422(a)(4). For this purpose, agencies may apply the guidance under "Excused Absence," above. Also, see 5 CFR 610.111(d).
• For FLSA-exempt employees under compressed work schedules, hours of work for time spent in a travel status outside the regularly scheduled administrative workweek and away from the official duty station is determined in accordance with 5 CFR 550.112(g) or 5 U.S.C. 5544 (for prevailing rate employees ). For nonexempt employees, the total number of hours of work for travel outside the regularly scheduled administrative workweek and away from the official duty station is determined by applying both 5 CFR 550.112(g) or 5 U.S.C. 5544 and 5 CFR 551.422. (See 5 CFR 551.401(h).)
• An agency may require an employee to follow a traditional fixed schedule (8 hours a day and 40 hours a week) during pay periods he or she travels.

Application of Compressed Work Schedules in Unorganized Units

• Under 5 U.S.C. 6127, a compressed work schedule may not be established in an unorganized unit unless a majority of employees in the organization who would be included vote to be included. For purposes of this vote, a majority is obtained when the number of affirmative votes exceeds 50 percent of the number of employees and supervisors in the organization proposed for inclusion in a compressed work schedule. (If participation in the CWS program is voluntary for each employee, a vote is unnecessary because employees who elect not to participate are not included and are unaffected.)
• In organizations in which employees are exclusively represented by a labor organization, but in which certain employees (e.g., personnelists) are excluded from the bargaining unit, only those employees in the unit are bound by the terms of negotiations establishing a CWS program. Employees in the organization not in the unit are entitled to vote for or against inclusion in the schedule. All employees who would be affected by the outcome should have an opportunity to cast a vote, and the outcome of the vote is binding upon all employees except those exempted by management because of personal hardship.

Determining Hardships Under Compressed Work Schedules

• Section 6127(b)(2) of title 5, United States Code, requires that any employee for whom a compressed work schedule would impose a personal hardship be excluded from the schedule or be reassigned. Each agency should have a procedure for an employee to request exclusion from a CWS based on personal hardship. The agency must determine whether the CWS imposes a personal hardship.
• Both the law and its legislative history are silent with respect to the definition of "personal hardship." However, agencies should be sensitive to the possibility that a CWS could have an adverse effect on certain employees, particularly disabled employees and those who are responsible for the care of disabled family members or dependent children. Depending on the facts and circumstances in the individual case, other valid personal hardship situations may occur that could be grounds for excusing an employee from working under a CWS program.

Appeals to the Office of Special Counsel (OSC)

• Section 6132 of title 5, United States Code, protects an employee against coercion when voting for or against inclusion of his or her work unit in a CWS program and affirms the right of the employee to request, because of hardship, not to participate in a CWS program. (Also see 5 U.S.C. 6127(b).)
• Employees may contact the Office of Special Counsel (OSC) to file a complaint regarding allegations of coercion prohibited by 5 U.S.C. 6132. Violations of 5 U.S.C. 6132 are subject to investigation by the Special Counsel.

Models of Flexible Work Schedules (Continued)

Flexitour schedule, gliding schedule, variable day schedule, variable week schedule - week 1, variable week schedule - week 2, maxiflex schedule - week 1, maxiflex schedule - week 2.

These models typify the more common types of flexible work schedules. The flexitour and gliding schedule examples show daily work schedules. The variable day schedule example is a weekly schedule. The variable week schedule and maxiflex examples are biweekly work schedules. These models are not meant to be all inclusive. Agencies may develop schedules tailored to meet their specific needs.

These models typify the more common types of compressed work schedules. They are not meant to be all inclusive. Agencies should develop schedules tailored to meet their specific needs.

Flexifinder

To find the time an employee's workday ends, find the time he/she began the workday along the left-hand column of the grid; then along the top of the grid find the amount of time he/she spent in the midday flex band (for lunch and/or personal time). The point at which the Workday Starting Time row intersects the Midday Flex column is the Ending Time for an 8-hour day.

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Alternative Work Schedules

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An In-Depth Guide to Alternative Work Schedules 

Maheen Kanwal

Maheen Kanwal is a highly accomplished professional with a Masters in Business Administration and over four years of experience as an HR Management Executive in an Oil & Gas firm. She handles recruitment, organizational development, performance reviews, and certified soft skills training. She's also experienced in B2B SaaS and HR tech writing with over 4 years experience of working with leading firms such as Technology Advice, Small Business Computing, Webopedia, WebCare, and Software Pundit.

Reviewed by

Kate Stacey

Kate holds degrees in law and business management, combined with 8+ years’ experience as a human rights lawyer. She has strong knowledge of business and commercial legal structures regarding the rights and responsibilities of both employees and employers, and as a nascent writer has focused on small business management and freelancing.

David is Connecteam's Senior Editor. With over a decade of experience as a journalist and content professional, David leads the production of industry-leading content to help professionals take their businesses to the next level. He is passionate about creating engaging, informative, and thought-provoking content that resonates with readers.

Updated on June 28, 2024

Guides Scheduling

Traditional 9-to-5 schedules often don’t align with modern employees’ needs, leading to burnout and decreased productivity.

What Is an Alternative Work Schedule?

Benefits of alternative work schedules , 5 types of alternative work schedules, other alternative work arrangements, implementing alternative work schedules: a step-by-step guide, legal and overtime considerations in alternative work schedules, embrace flexibility with alternate work schedules.

Alternative work schedules (AWSs) offer the flexibility that today’s dynamic work environments demand, enhancing creativity and overall job satisfaction.

Below, I’ll walk you through various AWSs, their pros and cons, and industry suitability—and provide practical implementation tips.

Key Takeaways

• AWSs are non-traditional work arrangements that offer flexibility in work hours and locations to better align with employees’ personal needs and business requirements.
• Compressed schedules like the 4/10 and 9/80 allow employees to work full-time hours in fewer days, while flexible schedules like the Maxiflex and Gliding schedules can accommodate personal and professional needs.
• Implementing an AWS requires careful planning, clear policies, legal consideration, and ongoing communication to ensure it aligns with both business needs and employee expectations.

AWSs are work arrangements that deviate from the traditional 8-hour, 9-to-5, Monday-to-Friday schedule . These include flextime, compressed workweeks, remote work, and job sharing.

AWSs benefit employers and employees in various ways. The benefits depend on the chosen AWS and how it’s implemented.

Benefits for employers

• A wider talent pool: Flexibility can be a major selling point for potential hires and a reason for current employees to stay.
• Enhanced employee morale and satisfaction: Giving employees more control over their work schedules can increase happiness and well-being.
• Reduced absenteeism and turnover: Offering flexible scheduling options can decrease absenteeism , as employees can better balance work with personal responsibilities. This flexibility can also enhance job satisfaction, leading to lower turnover rates.
• Optimized use of office space: By staggering work hours or implementing remote work options, companies can reduce the need for large office spaces and potentially lower rent and utility costs.

Benefits for employees

• Improved work-life balance: Employees can balance work with personal commitments, reducing stress.
• Increased productivity: Flexible scheduling often results in higher efficiency and focus.
• Reduced commuting costs and time: Remote work arrangements eliminate the need for daily commutes, saving employees money and time.
• Increased job satisfaction: Control over hours of work can lead to greater job satisfaction, as employees feel more autonomy and involvement in managing their work lives.
• Reduced risk of burnout: Flexibility enables employees to manage their workloads and take breaks, preventing burnout .

Read our in-depth guide on 15 types of work schedules every manager must know .

Compressed work schedules

Flexible work schedules, remote work arrangements, job sharing, results-only work environment.

A compressed work schedule (CWS) allows employees to work more than the typical 8 hours in a day to complete a full week’s work in fewer days .

This type of schedule can be particularly beneficial in industries where long operational hours are required and can help cover extended open hours without additional staffing.

Let’s have a look at different types of CWSs.

4/10 schedule 

In a 4/10 schedule , employees work 4 days each week, 10 hours per day. This totals 40 hours in a week. For example, they may work Monday through Thursday, with 3-day weekends every week.

This model enables businesses to extend their daily operational coverage while offering employees an extra day off each week.

9/80 schedule 

This schedule allows employees to work 80 hours over 9 days instead of the traditional 10 days. A typical 9/80 example is working 9 hours per day for 8 workdays, and 8 hours on the 9th workday, with the 10th workday off. With this schedule, there’s a day off every other week.

12-hours 

The 12-hour compressed work schedule alternates between 3 and 4-day workweeks, with employees working 12-hour shifts during their scheduled days. This structure allows for significant time off, typically providing employees 3 or 4 consecutive days of rest each week.

Pros of compressed work schedules

• Longer weekends can improve employee morale and work-life balance. 
• Fewer operating days might mean cost savings on utilities. 
• The ability to have lengthy focused, uninterrupted work time may increase productivity.

Cons of compressed work schedule s

• Longer work days can lead to burnout or fatigue.
• Some employees find their productivity waning at the end of a long workday.
• Diminished work-life balance due to longer daily hours can affect overall employee well-being.

Compressed workweeks are highly adaptable. Don’t limit yourself to standard models like the 9/80 or 4/10 schedule. Tailor them to meet the specific needs of your business and employees.

Suitable for: Healthcare, law enforcement and emergency services, manufacturing, tech and IT companies, and government offices. 

A flexible work schedule (FWS) offers employees more control over their working hours , allowing them to choose when they start and stop working—within limits. 

Flexible schedules typically include 2 elements:

• Core hours : The hours when employees must be present.
• Flexible time band: The periods within the workday during which employees can choose their start and end their work hours.

Let’s explore different types of flexible schedules, from most to least flexible.

Maxiflex is a highly flexible schedule that allows employees to vary their work hours significantly , including choosing when to start and finish work each day. They must fulfill their basic work requirement (a required number of hours per week or 2-week period).

For instance, one week, an employee might choose to work 9 hours Monday-Thursday and take a half-day on Friday. Then, they might adjust the next week’s schedule to fit personal obligations or workload variations.

This flexibility often excludes core hours—or defines very minimal core hours.

Variable week

Variable week schedules allow employees to alter the number of hours they work each day or week . They must meet the total required hours for a long period, such as a month.

In a variable week schedule, an employee might be required to complete 160 hours over a 4-week period. They might choose when and how long to work based on their workload and personal preferences. For example, they may work 40 hours one week, then 35 or 45 hours another week.

Variable day

In a variable day schedule, employees have the flexibility to vary their daily hours . This can include different start and end times each day based on their personal and work obligations, and work hours can differ each day. 

Under this schedule, an employee must complete a total of 40 hours each workweek , maintaining a consistent total of 80 hours over the course of the biweekly pay period.

For example, an employee could work three 10-hour days and two 5-hour days in a week, making a total of 40 hours per week. 

Gliding schedule

A Gliding schedule provides flexibility in the daily arrival and departure times . Under this arrangement, your employees must work 8 hours each day and 40 hours a week. While workers can vary the times they arrive and leave each day, they must be present during established core hours.

For example, if core hours are 10:00 am-2:00 pm, one employee could elect to work 7:00 am-3:00 pm one day and 9:00 am-5:00 pm another day.

A Flexitour schedule is similar to a gliding schedule but with more consistency. Your employees work 8 hours each day and 40 hours each week. However, unlike a gliding schedule where arrival and departure times can vary daily, in a Flexitour, their schedule remains the same every day.

Employees can change this fixed schedule only during formal opportunities you provide, such as during a scheduling review period. For example, if they choose to work 8:00 am-4:00 pm, this schedule will be fixed until the next opportunity to change it arises.

Read our in-depth guide on flexible work schedules .

Pros of flexible work schedules

• Can boost employee satisfaction and retention.
• Accommodates personal needs/preferences.
• May increase productivity by letting employees work during their most effective hours.

Cons of flexible work schedules

• Varying schedules can present coordination and coverage challenges.
• Unclear policies or accountability can create the potential for abuse.
• Assessing performance can be more complex when employees work during off-peak hours.

Suitable for: Technology and IT, creative industries, customer service, consulting and finance, and academic and research institutions.

Remote work allows employees to complete their assigned tasks and duties from a location outside a traditional office setting . This location can be their home offices, a co-working space, a coffee shop, or anywhere with a stable internet connection.

There are various degrees of remoteness, and some employers might require occasional check-ins at a central office.

• Fully remote: Employees work entirely from a remote location and have no designated in-office days.
• Hybrid model: Employees split their time between the office and remote work. A common hybrid model is working from home 2-3 days per week and in the office the remaining days.

The upsides are incredible: The team loves the flexibility, most of all the parents. They can fetch their kids from school, spend time with them, and then work some more in the evenings.

Download our ebook on managing staff remotely .

Pros of remote work

• You can save costs on office space and associated expenses.
• Hiring remotely could expand your talent pool.
• Improved work-life balance can increase productivity.

Cons of remote work

• Managing and monitoring remote employees can be challenging.
• Giving employees remote access to company data and systems can lead to potential security/compliance risks.
• The loss of in-person interaction can lead to communication and collaboration issues.

Suitable for: Tech jobs, customer service, writing and editing, finance and accounting, and design and creative fields.

Establish clear guidelines for remote work, such as expected working hours, communication channels, and cybersecurity protocols. Invest in the necessary technology and tools to enable seamless remote collaboration and productivity.

Job sharing allows 2 full-time employees to share the responsibilities of 1 full-time position . They typically split the hours and workload, with clear communication and handoff procedures being essential.

For instance, one person could work Monday-Wednesday, and the other Thursday-Friday—splitting the week’s responsibilities.

Pros of job sharing

• Enables job-sharers to balance work with personal or family commitments.
• Potentially increases workers’ creativity and problem-solving.
• Can appeal to highly skilled workers who might not be available for a full-time role.

Cons of job sharing

• Careful scheduling and communication are necessary to ensure seamless handovers and consistent performance.
• Differences in work styles or commitment levels between job sharers can lead to inconsistencies and conflicts.
• HR processes like evaluations, payroll, and benefits for multiple part-time employees in 1 role can be complex to manage.

Suitable for: Education, healthcare, administrative roles, and any setting where work continuity is critical and tasks can be easily divided.

A results-only work environment (ROWE) focuses solely on employee performance outcomes rather than the process or hours worked . It grants complete autonomy in how, when, and where work is completed—as long as the results meet predefined standards and goals.

For example, a developer might have the goal to complete specific software modules within a month. With a ROWE, they’ll have complete freedom to choose when and where to work as long as the project milestones are met on time.

Pros of ROWE

• Employees focus on results, potentially increasing efficiency and output.
• Flexibility in work hours and locations can enhance employee satisfaction and work-life balance.
• Highly motivated and self-directed workers who thrive under less supervision might find it appealing.

Cons of ROWE

• Establishing clear, measurable outcomes for all roles—especially in collaborative or creative positions—can be challenging.
• Without structured hours, some employees might work excessively to meet goals, risking burnout.
• Some positions require physical presence or process-oriented tasks that don’t align well with a ROWE.

Suitable for: Technology, consulting, and other knowledge-based industries where work is often project-based and outcomes can be clearly defined.

The term AWS is most commonly used to describe formal work arrangements that alter the conventional workweek. However, there are other types of unconventional work schedules that don’t strictly alter traditional full-time work hours but still deviate from the traditional 9-5 schedule— and provide flexibility to the employer or worker. 

Here’s an overview of some other alternate work arrangements:

• On-call: Employees are available as needed, often with unpredictable schedules. On-call schedules are essential in industries like healthcare and IT support where demand can fluctuate unexpectedly.
• Seasonal : Employment aligns with seasonal peaks in demand. Seasonal schedules are common in agriculture, retail, and tourism—where businesses can scale their workforce based on seasonal needs.
• Freelance : Freelancers work as independent contractors or self-employed entities, choosing schedules that align with their personal preferences and client demands. Freelancer work is prevalent in creative and tech industries.

Taking the proper steps for a fair implementation is crucial to keep your workforce happy and productive. Here’s how.

Understand your team’s needs and business goals : Engage with your team to understand their needs and preferences. Hold discussions or use surveys to assess what types of AWSs might boost their productivity and job satisfaction. Also, consider your business objectives and how a new schedule could support them. Try to align your team’s needs with your goals.

Craft clear, tailored policies for your workplace : Create detailed guidelines that define who’s eligible for the AWS, how schedules are chosen, and the process for requests and approvals (if relevant). Ensure these policies are easy to understand and accessible to all employees.

Ensure fairness and prevent abuse: Develop clear policies to guarantee fair and transparent application of alternate work schedules. Set up measures to monitor and prevent potential misuse, and inform all employees about these. Regularly review and adjust your policies based on feedback.

Test the waters with a pilot program : Implement the AWS initially in a smaller, controlled group to see how it works in practice. This approach allows you to gather real-world data on the impact of AWS on productivity and morale. Use the insights to refine the schedule before a full rollout.

Communicate the changes clearly and positively : When rolling out an AWS, explain the benefits and the rationale behind the changes. Be transparent about the process and how it was developed, addressing any concerns upfront. Plus, provide training or Q&A sessions to ensure everyone understands how the new schedule will work and how they can make the most of it.

Iterate based on feedback : Continuously collect feedback from those on the AWS and adjust the schedule as needed. Regular check-ins with employees can help you identify issues early on.

Integrate technology for smooth scheduling : Use scheduling software , such as Connecteam, to manage the complexities of an AWS efficiently. Connecteam offers scheduling features like shift planning, swapping, creating open shifts, managing availability and overtime, and time tracking. 

Best of all, Connecteam is 100% free for small businesses with up to 10 employees.

Ensure compliance with both federal and state labor laws when implementing AWSs. This includes understanding the Fair Labor Standards Act (FLSA) regarding overtime and employee classifications (exempt vs. non-exempt). The best way to stay compliant is to consult a labor lawyer .

Here are some laws you should consider:

• Overtime laws : Under the FLSA, non-exempt employees must be compensated for any hours worked beyond the standard 40-hour workweek at a rate of time-and-a-half. Be aware of state overtime laws that might impose stricter requirements than the FLSA. For example, some states, like California, have additional regulations requiring employers to pay daily overtime for work done in excess of 8 hours in any single day. 
• Scheduling laws : Be aware of any scheduling laws that may apply to you. For example, California employers must get approval from their workforce—through a secret ballot election —before implementing a regularly scheduled workweek that requires employees to work more than 8 hours in any 24-hour period (like a compressed workweek).
• Meal and break laws : Several states require employers to give employees paid and unpaid breaks to rest and eat. Since AWSs can involve extended workdays, you should learn about your state’s specific requirements regarding the number, duration, and timing of required breaks. 

Use employee scheduling software to track compliance with labor laws and manage overtime effectively. Tools like Connecteam can help monitor hours worked, schedule shifts, and ensure legal compliance seamlessly.

🚨 A word of caution for private employers 🚨

Google “alternative work schedule,” and many of the resources you’ll find will be from US government sources. 

These are specifically written for employers or employees in federal and state government agencies— not private employers. Certain provisions of the FLSA apply differently to these public employers than they do to private employers, so you must be careful about how you use these sources.

For example, consider this government source on alternative work schedules , which is written specifically for employees of the Department of Commerce. This source talks about how:

• Employees working flexible schedules can choose to work “credit hours”—extra hours they don’t receive overtime pay for that they can use to take time off on another day,
• Employees can get “excused absences” with pay on holidays.
• Employees can request compensatory time off instead of receiving overtime pay for extra hours worked.

Compare this to US employees in the private sector. These employees:

• Must get paid for overtime hours if they’re non-exempt workers —regardless of whether they choose to work these hours.
• May not receive excused absences with pay for working on holidays (holiday work policies in the private sector vary widely depending on the employer).
• Can’t receive compensatory time off in place of overtime pay if they’re non-exempt—they must be paid overtime for hours worked over 40 in a workweek.

Private employers in the US can still use these sources to guide their personal policies—as long as they comply with the FLSA. Some employers might even find it helpful to borrow specific terms used to describe elements of AWSs. In fact, scheduling terms like “Gliding schedule” and “Maxiflex” are borrowed from government sources. 

Government agencies use the term “tour of duty” to describe the scheduled hours employees are expected to work within flexible work schedules. If you adopt AWSs, you might find it helpful to use this and other terms in your own policies.

Alternative work schedules offer various options to help you and your employees achieve better work-life balance and increase productivity.

From compressed workweeks to flexible schedules and remote arrangements, there are solutions to fit different industries, roles, and organizational cultures.

While implementing an AWS requires careful planning, clear policies, and effective communication, the potential benefits make it a worthwhile investment.

Whether you’re considering compressed workweeks, remote options, or any other alternative schedule, consider using scheduling software like Connecteam to streamline your AWS implementation and management .

Get started with Connecteam for free today!

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20 Innovative Alternative Work Schedules Managers should know

• Written by: Rinaily Bonifacio
• Last updated: 25 June 2024

The way we work is undergoing a seismic shift. Gone are the days when employees punched in at nine and called it a day at five.

From remote work to globalization, the 21st-century work environment is defined by its flexibility and dynamism. Employees are no longer content with the one-size-fits-all, 9-to-5 routine, and frankly, neither are employers.

As businesses adapt to technological advances and societal changes, it's becoming clear that alternative work schedules are more than just a trend—they're the future.

These schedules aren't merely about clocking in and out ; they're about creating a win-win scenario where employees can maintain a healthy work-life balance , while employers benefit from increased productivity and job satisfaction .

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Simply put, it's time for businesses to break out of the traditional mould and explore the possibilities that alternative work schedules offer.

Importance of Alternative Work Schedules

Today's workforce is a melting pot of generations, cultures, and lifestyles. Alternative work schedules acknowledge this diversity, allowing people to work when they're most productive or when it aligns with their personal commitments.

Feeling boxed into a rigid schedule can be a real mood killer. When people have the freedom to choose their work hours , they're happier and more engaged. And guess what? Happier employees are more productive. It's a cycle of positivity that benefits everyone involved.

In a world where business never sleeps, sticking to a strict traditional schedule can put you at a disadvantage. Flexible schedules enable companies to be more agile , responding to global markets and time zones much more effectively.

Benefits of Alternative Work Schedules

Let's face it: people stick around when they're happy. Offering alternative work schedules shows employees that you value their time and well-being. This creates loyalty, making it less likely they'll jump ship when another job offer comes along.

Believe it or not, flexibility can save you money. When you're not locking down an office from nine to five, you're cutting utility bills and possibly even real estate costs. And let's not forget the reduced absenteeism and higher productivity—those add up too.

A study in 2019 by the International Workplace Group revealed that a significant 80% of employees would reject a job opportunity without a flexible schedule in favour of one that offers it. 76% also stated they'd be more likely to remain with their current employer if flexible work hours were an option.

Understanding Alternative Work Schedules

It's more than just keeping up with the times; it's about future-proofing your business. HR managers and employers need to seriously consider alternative work schedules as part of their talent management strategy. Not only does it attract top talent, but it also encourages current employees to stay engaged and committed.

Criteria for Choosing the Right Schedule

So how do you pick the right alternative work schedule? Consider your business needs first. If you're in customer service, 24/7 availability might be crucial. Then think about your employees. Survey them, discuss options, and perhaps even run a pilot program. Evaluate productivity, employee satisfaction, and cost implications before making a decision.

Overview of 20 Alternative Work Schedules

A little overwhelmed by the array of options? Don't worry; here's a neat table summarizing 20 different types of alternative work schedules:

This snapshot serves as your quick guide to the varied landscape of alternative work schedules. Each one has its own pros and cons, perfectly suited to different types of businesses and employee needs.

Useful Read:  The 4-day work week schedule - An Implementation  Guide

Detailed Descriptions of Alternative Work Schedules

Standard work schedule.

The classic 9-to-5, five days a week. It's familiar, but not very flexible. Great for routine, but may not fit everyone's lifestyle.

Example: Traditional 9-to-5, Monday to Friday. Pros: Predictable and simple. Cons: May not accommodate personal needs or global business operations.

Fixed Full-Time

Work from 10 a.m. to 6 p.m. A slight twist to the classic, adding a touch of uniqueness while maintaining stability.

Example: 10 a.m. to 6 p.m., Monday to Friday. Pros: Consistent but different from the 9-to-5 norm. Cons: Still doesn't offer much flexibility.

Fixed Part-Time

Work 20 hours across weekdays. It's perfect for people balancing multiple responsibilities but can lack full-time benefits.

Example: Working 20 hours a week, Monday to Friday mornings. Pros: Allows for work-life balance. Cons: Reduced benefits and income.

Job Sharing

Two employees share a full-time role. This allows for specialized skill sets but requires solid communication between the sharers.

Example: Two employees split a 40-hour work week. Pros: Offers more free time and specialized skills. Cons: Requires coordination between the two employees.

Unpredictable

Schedules that change weekly, like retail jobs. Great for covering business needs, but can wreak havoc on employees' personal lives.

Example: Retail workers with ever-changing weekly shifts. Pros: Full coverage for business. Cons: Difficult for employee planning and work-life balance.

Employees have core hours, but can adjust the rest. This offers work-life balance, but can create team coordination issues.

Example: Core hours from 10 a.m. to 3 p.m., flexibility for the rest. Pros: Work-life balance and peak productivity periods. Cons: Can create coordination challenges.

Learn more here:  Flextime: Definitions + Strategies for Business Growth

Compressed Work Week

Work 40 hours over four days, extending your weekend. This boosts morale , but can lead to tiring workdays.

Example: Four 10-hour days, Monday to Thursday. Pros: Longer weekends, reduced commuting. Cons: Longer workdays can be exhausting.

Compressed Workday

A six-hour workday that boosts efficiency. Ideal for focused work, but may not be practical for client-focused roles.

Example: Six-hour workdays for all employees. Pros: Higher productivity and morale. Cons: Can be tough for client-facing roles that require longer hours.

Common in hospitals, three shifts keep the place running 24/7. It offers round-the-clock service, but can disturb employees' sleep patterns.

Example: Hospital nurses rotating in three 8-hour shifts. Pros: 24/7 coverage for essential services. Cons: Disrupts natural sleep cycle, affects health.

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Rotating Shift

Workers alternate between day and night shifts . While fair, this can be taxing on health due to irregular sleep schedules.

Example: Factory workers switching between day, evening, and night shifts weekly. Pros: Fair distribution of undesirable shifts. Cons: Can lead to sleep disorders, high stress.

Useful Read:  Rotating Shift - A Strategy for Workforce Flexibility and Efficiency

• Create rosters quickly
• Insight into labor costs
• Access anywhere via the app

Split Shift

Two shorter shifts in a day, often seen in restaurants. Allows for free time, but extends the workday.

Example: Restaurant workers working lunch and dinner rushes. Pros: Free time during low-activity periods. Cons: Long days, short breaks.

Learn more here:  What Are Split Shifts? Leveraging Flexibility for Business Efficiency

For emergency scenarios, employees are on standby. Compensates well, but unpredictability can interfere with personal plans.

Example: IT specialists on standby for server issues. Pros: High pay for specialized skills. Cons: Unpredictable, can disrupt personal life.

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Extra hours during peak times. Good for additional earnings, but can lead to employee burnout .

Example: Accountants working extra hours during tax season. Pros: Extra income, completion of urgent projects. Cons: Can lead to burnout and reduced productivity.

Useful Read:  What is Overtime Pay: The HR Managers' Guide

No Schedule

Work when you want until tasks are complete. Offers ultimate freedom but lacks structure, which could affect productivity.

Example: A writer completing a novel by a set deadline without daily hours. Pros: Ultimate flexibility. Cons: Lack of structure can affect productivity.

ROWE (Results-Only Work Environment)

Employees are judged on results, not hours spent. Promotes efficiency, but can lead to cutting corners.

Example: Marketing team only measured by KPIs and project completion. Pros: Focus on output, not hours. Cons: Can encourage cutting corners for quicker results.

Project-based work schedule. Offers maximum freedom and variety, but lacks job security and benefits.

Example: Graphic designer working project-based schedules. Pros: Independence and diversity of projects. Cons: No guaranteed income, must manage own benefits.

Work only during specific seasons. Ideal for students or as a second job, but not steady year-round income.

Example: Lifeguards working only in the summer. Pros: Free time during off-seasons. Cons: Unpredictable income, may require a secondary job.

Remote Work

Work from home full-time. Saves on commuting time, but can lead to feelings of isolation.

Example: Customer service team working from home. Pros: No commute, work-life balance. Cons: Can feel isolating, may blur work-home boundaries.

Useful Read:  Workation Definition: A Complete Guide For Manager

Telecommuting

Work remotely but with occasional office visits. Combines flexibility with team interactions, but demands good self-management .

Example: Developer working from home but attending weekly in-office meetings. Pros: Flexibility with some team interaction. Cons: Requires disciplined time management.

Tailor your schedule based on personal needs. Provides ultimate satisfaction, but not all employers will offer this option.

Example: Employee negotiates a schedule that lets them pick up kids from school. Pros: Tailored to individual needs. Cons: May not suit every business model.

• Easy Employee scheduling
• Clear time-tracking
• Simple absence management

Shiftbase and the New Era of Work Scheduling

Embracing alternative work schedules is essential in today's dynamic work environment. With employee scheduling at its core, Shiftbase is uniquely positioned to support businesses in this transition.

Our platform not only provides flexible scheduling options but also integrates time tracking and absence management , ensuring that both employers and employees benefit from a more adaptive approach to working hours. As organizations evolve, they require tools that can adapt with them.

Shiftbase offers that adaptability, making it easier for businesses to harness the full potential of alternative work schedules. Ready to be part of this scheduling revolution? Try Shiftbase for free for 14 days and step confidently into the future of work.

Workforce management software from Shiftbase

8 types of flexible work schedules for the modern workforce

Curious about the different types of flexible work schedules ?

Following a global pandemic, businesses are looking to enhance employee productivity despite limited physical interaction. They have adopted strategies to ensure unobstructed workflow, flexible work schedules being the most popular ones.

So how do you incorporate this evolving schedule system into your company?

In this article, we’ll define flexible work schedules and take a look at the different types of flexible work schedules and working arrangements at your disposal. We’ll also take note of associated compliance issues and possible benefits linked to these schedules.

Table of Contents

What is a flexible work schedule, what are the different types of flexible work schedules, advantages of flexible work schedules, a smart tool to implement flexible work schedules, legal and compliance issues associated with flexible work schedules.

Let’s dive in.

A flexible work schedule or flex schedule is an alternative to the conventional workweek. 

It allows employees to start and end a workday whenever they want, as long as they deliver services during the core hours specified by the employer. 

The flex work system also applies to work done from the office as well as from home. The customized schedule transforms routine jobs into flexible jobs or flexjobs.

Such a schedule can be full-time or part-time, affording employees the freedom to pick and choose the hours as per convenience.  

And given its benefits , it’s one of the most sought-after work schedules .

Whether you’re located away from the office or can only work on weekends, flex schedules offer options that can suit your human resources team’s various needs.

Let’s take a look at different types of flexible work arrangements and schedules: 

1. Compressed workweeks

A compressed work week involves an unequal distribution of work hours throughout the week to reduce the number of working days. 

In a compressed work schedule, an employee may choose to work at any time as long as they remain productive for the required work hours needed to complete their job.

For instance, this flexible work option may involve working four 10-hour days in a week, giving you an extra day off every week.

Or you can use a 9-day, 2-week work plan — which compresses two weeks of work into nine days, giving you two days off a month.

In both cases, you need to calculate the extra number of hours or overtime hours (if any).

The compressed workweek gives employees more personal time off work and also saves on commuting costs.

2. Customized working hours / flextime

Much like the compressed schedule, employees can customize their operational hours within a workday with flextime . 

These flexible hours allow them to function when they’re most productive. 

A split shift schedule also works well here.

Some team members may perform better in the morning, while others may be comfortable working at night. Additionally, employees can take meal breaks when they desire, instead of sticking to a predetermined and rigid lunch break routine. 

If team members can avail such flexible working hours every day, their output is bound to increase immensely. 

Additionally, the freedom to customize their schedule allows employees to take long breaks and work when they’re well-rested. This way, it helps prevent employee burnout.

3. Alternative schedule

What if you could offer a convenient schedule for employees unavailable during the workweek ? 

An alternative work schedule is a flexible schedule to follow for those who can’t work within the regular Monday to Friday, five day workweek. 

For them, normal work hours are often devoted to part-time jobs, personal matters, child care, etc. 

They desire flexibility above all else in their schedules. Such employees can take up an alternate work schedule through the second shift, night shift, or by working on weekends. 

This flexible arrangement frees up normal day hours for non-obligatory tasks the employees wish to accomplish.

4. Flexplace

Flexplace refers to the practice of employees working from home or any other remote location (other than the office) on a predetermined schedule. 

This could be for a few hours a day or a few days — and could gradually extend for 100% of the time.

Today, we can adopt workplace flexibility in three ways:

A. Telecommuting

Telecommuting or telework involves using computers and other communication devices by employees to overcome the limitations of place and time. 

Since it’s a type of flexplace practice, team members can work remotely or from the office, should they choose to do so. 

B. Hoteling

Hoteling is a practice similar to telecommuting. 

Instead of their permanent workplace, employees reserve a separate co-working space for their job. The reduced dependence on conventional office spaces also cuts costs and benefits for the employer. 

C. Snowbird programs

Snowbird is a flexible program with the provision for employees to transfer to warmer regions during the winter months. 

This helps attract a larger labor force irrespective of age constraints. Snowbird programs are especially useful for those working in telemarketing and communication roles. 

For instance, the American retail chain, CVS, introduced a policy of allowing pharmacists to work from Florida during the winter months.

5. Remote working

Remote work is a flexible work arrangement in which work is performed completely away from the office for a temporary or permanent period. 

In the modern job landscape, remote working provides employees with greater flexibility to live and work from anywhere in the world. Since employees’ physical location is insignificant, remote working can also help you find high-skilled candidates worldwide. 

However, implementing these systems relies heavily on effective communication and video conferencing channels among team members.

Here’s a toolkit to help you manage remote employees .

6. Part-time positions

To phase out the number of full-time employees and provide flexibility, businesses adopt the concept of part time work . 

Here, the job is delegated to team members who work for fewer days or hours than their full-time colleagues. 

Their association with the employer may be short-term or a part time work endeavor while pursuing other opportunities. 

Part-time employees are usually students or professionals who can’t devote full-time work hours because of prior commitments. 

Part time work also offers more time to employees to engage in other creative projects. 

A satisfied employee will have more time at their disposal. And with personal projects taken care of, they can contribute more effectively to the organization. 

However, you must pay your part time worker fairly. 

The organization decides whether team members engaged in part time jobs are exempt employees or not. 

Note : Exempt employees usually operate in executive or administrative roles and are not eligible for overtime pay. They earn a fixed salary, irrespective of the number of work hours they put in. 

In addition to a part time schedule, managers should advocate partial retirement or phased retirement for older employees. 

This cuts short their full-time work and allows them to work from home. The flexibility in switching to a remote work setup could be a welcome change for them – as they may prefer to minimize regular travel due to health considerations.

7. Job sharing

A question most leaders face is how to accomplish a task in the shortest possible time effectively.

One method to achieve this is job sharing or work sharing among coworkers. 

Job sharing involves dividing a full-time job between two or more part-time employees. Each employee works for one part of the workweek, while the others work on it the rest of the week.

While similar to a part-time job, work-sharing is also beneficial for employers. Employers now have an assigned job covered even in the absence of one team member. 

They no longer need to deal with issues of reassignment and collaboration for a designated task. However, managers should be careful and ensure equal distribution of work among employees. 

8. Extra paid time off (PTO)

If you value your high-performing employees, you must incentivize their monotonous work routine by increasing their time off. 

This may sound counterproductive to the normal work culture you’re used to. But most employees expect work flexibility from employers today. 

The idea of unlimited vacation time for capable employees is being seriously considered as an additional perk by many organizations. 

These employee-centric policies motivate them to perform better at work and deliver great results. 

Flexible working hours come in handy during the Coronavirus pandemic era. And their benefits can no longer be overlooked. 

If you opt for any of the above practices, there are several advantages for you and your employees:

A. Advantages for employers

Here’s how flex work can benefit employers:

1. Larger talent pool

Flexible work schedules give you access to a wider and more talented applicant pool. 

Since flexibility is the norm, you’re free to appoint high-skilled individuals from anywhere in the world to grow your business.

The wider pool also promotes diversity in the workplace. 

Modern jobs must offer equal opportunities to people from all spheres of life. 

More people from diverse backgrounds now work in the same digital workplace . This fosters cooperation among team member and eliminates discrimination of any kind. 

The practice has become a reality because of an evolving flexible work policy. 

2. Transparency

Flexible working arrangements operate in a transparent digital environment with the help of employee monitoring tools. 

As a result, you can keep a better track of employee attendance, work hours, productivity, etc.

When employees know you’re monitoring them, it can lead to higher productivity and lower absenteeism. 

3. Employee retention

As flexible work schedules heavily favor employees and provide them with multiple benefits, they help you retain talented employees. 

Systems like part time jobs also offer greater flexibility to employees. With these schedules becoming commonplace, employee discontent within the company decreases drastically.

4. Increased productivity and continuity

Once your team members get used to the employee-driven work culture, flexible work schedules boost their productivity . 

With a highly productive and motivated workforce, your organization can scale to greater heights.

With a distributed employee network , managers can ensure that operations continue even during emergencies like extreme weather conditions or a pandemic with a distributed employee network. 

5. Cost-effectiveness

For work-from-home setups, you can select a group health insurance plan for your employees. 

Since the risk to health insurers is divided among several members of the group, flexible working arrangements can also save you several dollars in insurance costs. 

Additionally, since most flexible work schedules require employees to work outside the office, you can save up on rent, office supplies, utilities, etc.

B. Advantages for employees

Here’s why employees prefer flexible work schedules:

1. Heightened morale

A flexible working arrangement that focuses on employee convenience can boost team morale.

Such a scenario is also free from overbearing hierarchical interferences (in other words, micromanagement.) This can help increase employee job satisfaction.

2. Better work life balance

Flexible scheduling works to restore the optimal balance between working and non-working hours. 

Your team enjoys a better work life balance with more time available for childcare, part-time study, and other creative pursuits.

3. Location flexibility

Since most flexible work schedules do not require employees to be present at any specific location, employees enjoy the freedom to travel and work whenever they want.

Once you’ve chosen a flexible work schedule model, how do you go about implementing it for your team?

You’ll need robust employee productivity software like Time Doctor to help you out.

What’s Time Doctor?

Time Doctor is a powerful employee time tracking and performance management tool used by major corporations as well as by small businesses to manage flexible work schedules of employees across the board.

Time Doctor helps you set a flexible or fixed schedule for each employee and record the time they spend on their respective shifts. 

The software automatically designates employees who reach on time as ‘Present.’ If an employee is late, they’re marked as ‘Partially Absent.’ And if they don’t show up at all, they are ‘Absent.’

Since the system of flexible work schedules is a fairly new idea, the US Fair Labor Standards Act (FLSA) doesn’t have comprehensive provisions concerning it.

Guidelines about work arrangements different from mainstream work, like ad-hoc work schedules, have to be agreed upon by employer and employee. 

Once you adopt these flexible working conditions for your modern digital worksite, you must safeguard employee interests as you would in a normal work environment:

1. Equal employment opportunity compliance

Make sure to put guidelines in place to guarantee non-discrimination in hours of work, wages, and conditions of work. You should also work towards eliminating any inherent bias within your organization.

2. Wage and hour compliance

While implementing flextime schedules, the assurances provided to your employees must comply with federal and state wage and hour laws in implementing flextime. 

Concerns linked with telecommuting such as, identifying accurate time period for compensation , controlling unauthorized work beyond the mandated time limit, handling overtime pay, etc., must be handled impartially. 

3. Benefits compliance

All employee eligible benefits must be provided to the team which uses a flexible work schedule. 

Since this is a legally grey area, you’re responsible for administering it judiciously. 

Some employees may put in more hours of work. The organization needs to be careful if such workers are non-exempt employees. Non-exempt employees are entitled to overtime pay in addition to a minimum wage. 

For non-exempt employees, the organization is responsible for providing them with benefits and bonuses.

Here are some notable free employee scheduling software.

Work away from work is the reality of modern business operations. 

Flexible schedule options afford you the twin benefits of increasing employee engagement and keeping your business up-to-date.

And you’re now equipped with all the information needed to make a choice. 

So you can go ahead and select a flexible schedule customized to your unique business needs!

View a free demo of Time Doctor

Andy is a technology & marketing leader who has delivered award-winning and world-first experiences.

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What Are the Pros and Cons of Alternative Work Schedules

Alternative work schedules have gained popularity in recent years as employees and employers seek greater flexibility and work-life balance. While these schedules offer various benefits, they also come with their own set of challenges. In this article, we will explore the pros and cons of alternative work schedules and discuss ways to make them effective.

The Pros of Alternative Work Schedule

For Employees

• Flexibility During Business Hours: One of the major advantages of alternative work schedules is the flexibility they provide during business hours. Employees can choose their working hours based on their personal preferences and obligations. This flexibility allows individuals to attend to personal matters, such as appointments or family responsibilities, without sacrificing their work commitments.
• Less Child Expenses: Alternative work schedules can significantly reduce child-related expenses. Traditional work hours often clash with school or daycare schedules, resulting in additional costs for childcare. With alternative schedules, parents can adjust their working hours to align with their children’s schedules, minimizing or eliminating the need for expensive childcare services.
• Work-Life Balance: Achieving a healthy work-life balance is a top priority for many employees. Alternative work schedules offer the opportunity to better balance work and personal life by providing more control over when and where work is performed. This increased balance can lead to reduced stress levels and improved overall well-being.

For Employers

• Reduced Turnover: Offering alternative work schedules can help reduce employee turnover. Employees who have the flexibility to manage their personal commitments while still meeting work responsibilities are more likely to feel satisfied and engaged in their roles. This satisfaction can lead to increased loyalty and a decreased likelihood of seeking employment elsewhere.
• Enhanced Employee Morale: Alternative work schedules can contribute to higher employee morale. When employees have the autonomy to create a work schedule that suits their needs, they feel trusted and valued by their employers. This increased morale can have a positive impact on productivity and job satisfaction.
• Improved Company Culture: Embracing alternative work schedules can help foster a positive company culture. When employees are given the flexibility to work in ways that accommodate their personal lives, they tend to feel more supported and appreciated. This sense of support can lead to a more inclusive and supportive work environment.

The Cons of Alternative Work Schedule

• Lack of Communication: One challenge of alternative work schedules is the potential for reduced communication and collaboration among team members. When employees are working different schedules, it can be more difficult to coordinate meetings, share information in real-time, and foster a sense of camaraderie within the team.
• Work Overload: Alternative work schedules can sometimes lead to work overload. Employees may find themselves working longer hours or struggling to set clear boundaries between work and personal life. Without careful time management and self-discipline, alternative work schedules can blur the lines between work and personal time, leading to increased stress and burnout.
• Increased Response Time: Alternative work schedules can result in increased response time for clients or customers. If team members are not working at the same time, it may take longer to address urgent inquiries or handle time-sensitive tasks. This delay in response can impact customer satisfaction and the overall efficiency of the business.
• Lack of Rapport: Another challenge for employers is the potential lack of rapport among team members working on different schedules. Building strong relationships and a sense of camaraderie is essential for effective collaboration and teamwork. Alternative work schedules may hinder the development of these relationships, leading to a less cohesive and productive work environment.

How to Make Alternative Work Schedule Effective?

To make alternative work schedules effective, it is important to consider the following tips:

• Clear Communication: Establish clear communication channels and expectations to ensure that team members can effectively communicate and collaborate despite different schedules. Utilize technology tools that facilitate real-time communication and file sharing.
• Flexible Core Hours: Set specific core hours during which all team members are available for collaboration and meetings. This allows for some overlap in working hours and promotes effective teamwork.
• Goal-Oriented Approach: Focus on outcomes and results rather than specific working hours. Establish clear goals and deadlines for projects, allowing employees to work flexibly as long as they meet their objectives.
• Time Management Skills: Encourage employees to develop strong time management skills to maintain a healthy work-life balance. Provide training or resources to help them prioritize tasks, set boundaries, and avoid work overload.

Alternative work schedules offer both advantages and challenges for employees and employers. They provide flexibility, improved work-life balance, reduced turnover, enhanced morale, and improved company culture. However, they can also lead to communication difficulties, work overload, increased response time, and a lack of rapport. By implementing clear communication strategies, flexible core hours, goal-oriented approaches, and promoting effective time management, organizations can maximize the benefits of alternative work schedules while mitigating the associated challenges. Ultimately, finding the right balance between flexibility and effective collaboration is key to creating a thriving work environment that promotes work-life balance and employee satisfaction.

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PB 09-14 Alternative Work Schedules

The purpose of this Bulletin is to describe the various types of Alternative Work Schedules (A WS) available to Federal employees. It also assigns responsibilities and establishes the rules and procedures for administering AWS. 

Alternative Work Schedules: Pros and Cons

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Whether you are a shift worker, work from home, or have been impacted by a pandemic, you may find yourself wondering exactly how an alternative work schedule is supposed to function. An alternative work schedule simply refers to anything that does not fall into the traditional 8-5 Monday-Friday job hours. It has it’s perks, but you also need to be aware of the traps so you never get caught out.

The benefits of an alternative work schedule include increased employee happiness, decreased childcare costs, increased productivity, and a more positive work environment. On the other hand, the cons include less effective communication, less collaboration and sometimes less time with your family.

Whether you are considering taking a work-from-home position, or are currently working the night shift; there are a lot of things to consider that might help you make the best of an alternative work schedule. Join us as we explore the ins and outs of alternative work schedules throughout this article.

What Are the Different Types of Alternative Work Schedules?

According to the US Department of Labor , a flexible work schedule is defined as, any work schedule that falls outside of the classic 8-5 / Monday-Friday working hours.

As you can imagine, there are a ton of work schedules that might be considered flexible based on this definition. Below we have listed a few of the most common types of alternative work schedules.

The Flexible Schedule

With some jobs, you may find that it does not matter which hours you choose to come in to the office. So long as you are coming in for your contracted number of work hours, your employer will allow you to choose your own schedule.

Working from Home

This is pretty straightforward. Working from home is a great option for companies who have the technology to get the job done without coming in to the office. In some instances, working from home may entail working a 9-5 job, but doing so without having to travel.

When you do not need full-time hours, you may be able to find part-time (less than 40 hours) work.

Some companies choose to hire a combination of full-time and part-time employees in order to best serve the company’s interests.

Compressed Work Week

The compressed work week is an interesting concept.

It involves longer work days in exchange for fewer days that the employee reports to work each week. For example, employees may work 7:30am – 6:30pm, Monday through Thursday, in lieu of having to come to work on Fridays.

In some cases, companies choose to do something called the compressed workday. The general concept behind this schedule is that employees work through their lunch break. Instead of coming back to work after lunch, they simply work through lunch and then head home for the day.

Whether you work in a hospital, or a manufacturing plant, there are a wide variety of options for how shift work is scheduled . Generally speaking, shift work involves at least two shifts (across the night and day), on a rotating weekly schedule to avoid too much overtime.

[VIDEO] – Want to learn more about being a healthy rotational shift worker? This video will help!

The Pros of Alternative Work Schedules

With so many different types of alternative work schedules, there are a lot of pros that apply to certain types of work schedules but not to others.

We are going to explore all of the possible positive aspects of an alternative work schedule.

Increased Morale

According to research conducted by the University of Scranton , alternative work schedules often lead to increased mood and attitude toward work. This is especially true when employees get to make decisions regarding how they want their own schedule constructed.

As you can probably conclude, increased morale is a positive reaction for both the employee and the employer. After all, employees who are happy at work or about work are more likely to be productive and more likely to remain a good worker for the company. This means that the employer is less likely to have to replace the employee.

Check out 13 Advantages of Shift Work for Employees here.

Decreased Child Care Expenses

In many instances, people who have alternative work schedules spend less money on childcare than those who work a traditional schedule.

Daycares are designed to cater to traditional work days. This means that parents who need less traditional care options can often utilize a combination of family and part-time daycare to make sure their children are taken care of properly.

In the instance of an entirely flexible schedule, or a work at home situation, parents may be able to avoid the cost of childcare altogether. Although, watching your child or children and trying to work from home might become a tricky situation.

Less Commuting

Over time, the money saved on gas and wear and tear on your personal vehicle can really add up. You might consider putting the money you save in a small savings account to use on a rainy day just for the fun of it.

Related post: How to Stop Falling Asleep While Driving After Night Shift​

Time to Do Things During “Business Hours”

Finding the time to run errands that have to be run during business hours is significantly easier for those who find themselves working under a flexible schedule.

Whether this means grabbing a hair appointment or running to the post office, the ins and outs of doing life with an alternative work schedule are actually easier than with a traditional schedule.

As an added bonus, being available during regular business hours also gives you the advantage of taking care of “self-care” tasks.

Whether you enjoy a yoga class, or do some shopping, working during odd hours definitely gives you an advantage. Further, working parents who have school-aged children are able to accomplish some of their to-do lists when the kids are taken care of and learning at school.

Making Time for Family

When you need to find time to visit school for your child’s class, or need to arrange to help your elderly parent make it to a doctor’s appointment, then the alternative work schedule comes in handy.

Arranging your schedule around these events is much easier when you have a more flexible schedule than the traditional 9-5 job.

Less Likely to Miss Work

Most of us have felt compelled to miss a day of work here or there when we were well enough to head in to the office. However, because of the improved morale that often comes with a flexible work schedule, employees are less likely to take the occasional sick day.

The Cons of Alternative Work Schedules

As many pros are there are to the alternative work schedule, there are also a few drawbacks to consider. After all, this is where we get the old cliché saying that “the grass is not always greener on the other side.”

For every job or schedule, you can certainly find good points and bad points. However, what will make a major difference in your experience is your mentality to a perceived negative and how you choose to handle it.

Avoiding Distractions

This downside is much more prominent for employees who are working from home. At home, there are distractions that simply do not exist when you are at a place that is designated for work purposes.

Whether it is your kids, your spouse, or even your Netflix account, combatting the distractions can be a difficult task when you are working from home.

Unfortunately, one of the major downsides to working from home is that these distractions can sometimes cause employees to become less productive. When productivity wanes, the company suffers and so can an employee’s potential for continued employment if productivity does not improve.

One way that you can combat the distractions when working from home is to create a designated space for you to do your work. People who have a home office tend to be far more productive than those who try to work in the common areas of the home.

Also, make sure your children and your spouse understand boundaries during the workday. Lastly, practice self-discipline here – you know you can do it!

Communication Lapse

Another issue that sometimes happens with an alternative work schedule is a lapse in effective communication. This can be an issue in all different types of alternative schedules including shift work and work from home situations. This happens especially when members of the team are rarely in the building all at the same time.

Not only does this sometimes cause communication issues, but it also makes it hard to coordinate meetings where all the staff members are present. When schedules are different among all employees, it can be hard to make sure that everyone is on the same page.

There are some tips that can help to manage this communication breakdown. Firstly, when an employee is unable to make it to a staff meeting, management can utilize modern technology to record the meeting. This ensures that all employees can view / listen to the meeting in their own time. Remote employees can also video conference tools to make sure that they are able to be an active participant of the meeting.

Utilizing email is also a good way to make sure that all employees are on the same page about meetings and sharing information. However, when utilizing email, tone and nuance can be lost, so it is always a best practice to meet face to face where possible or a tough conversation may need to be had.

As an employee, it is a good practice to keep a list of clarifying questions when you have to listen to a staff meeting at a later date. This allows you to make sure you fully understand any new expectations and keep the miscommunication effects to a minimum. Be sure to check in with your superiors frequently when you have a question or concern.

Related Post: Best Shift Work Apps to Make Your Life Easier

Work and Life Separation is Harder

For some employees, an alternative work schedule creates a less defined separation between family life and work life.

This is especially true for employees who telecommute or work from home. It is hard to separate your work life from your home life when you spend all of your “work” time within the walls of your home.

Again, our suggestion for combatting this issue is to create distinct boundaries within your home for your work life. When you create a defined and secluded space for your work, you will be more likely to leave it there when the day is done.

We also really enjoy breaking up work finishing and home time starting with an outdoors activity. A walk, playing sport with friends at the park or even running an errand can help the brain wind down from the work day and start a transition into some relaxation time.

Might Affect Family Time

When you are working an alternative schedule, especially a night shift, then your time with family might be interrupted or cut short. Many night time shift workers find that they only see their spouse in passing on days when they are scheduled to work.

This is especially true when your family maintains a classic 9 – 5 schedule in regards to work or school.

If you do work the night shift we have a many posts on this subject from personal experince you’ll enjoy:

Employee Relationships Suffer

Research from the American Psychological Association suggests that friendships in the workplace is an important part of a successful company.

When working in an alternative work schedule, building those relationships can be much more difficult. This is especially true in a work from home environment.

Combatting this one can be hard, but it is possible. Make every effort to touch base with coworkers through the phone. Also, work from home employees should try to attend meetings through video conference, or in person when able.

Why Do Companies Choose Alternative Work Schedules?

Many of the benefits for employers who allow alternative work schedules are similar or at least linked to the benefits for employees. Employers who choose to have employees work from home are able to choose from the top picks. This is because they can theoretically hire the top talent from anywhere in the world instead of limiting themselves to their local area.

Further, employers who allow their employees an alternative work schedule tend to have a much higher retention rate. Research on retention rates demonstrate that companies who constantly have to rehire employees are spending far too much money on rehiring new employees. So, if offering their employees flexible scheduling helps to retain good employees, it is worth it for companies to consider.

Lastly, companies who have a reputation for providing alternative work schedules tend to be spoken highly of. This is mostly true for companies that allow their employees to pick their own schedule or work from home. These companies tend to get a reputation for being more family-friendly than the alternatives. When companies have a good reputation, then they are more likely to attract the very best of the workforce.

When and How to Request a Flexible Work Schedule?

If you are considering requesting a flexible work schedule, or a work from home situation from your employer, then there are a couple of things that you need to consider first.

Before you begin to draft a request, you want to read up on the existing company policies and find out if there is already information published about how the company handles flexible work schedules.

If there is no information published, then you may consider asking your colleagues about it. Especially if you know of a colleague who has successfully been granted an alternative work schedule.

Understanding how they accomplished the successful policy will be beneficial to your ability to get a flexible work schedule.

Understand that there is a right time to request an alternative work schedule. You should only consider doing so if your company does not depend on your daily presence in the office. If your work can be done remotely, then you may consider asking about it. However, it is probably best if you do so in a formal, written manner.

You will also want to phrase your proposal in a way that clearly identifies how your flexible schedule benefits the company. While most companies do want to have happy employees, they tend to think in a company first mentality. Therefore, when you make your proposal you should adopt the same kind of mentality to increase your odds of success.

Prepare yourself for rejection and be ready to make compromises. In the end, it may be that having an alternative work schedule is simply not what is best for the company.

If this is the case, you should be prepared to accept that and move on. Who knows, maybe you at least opened a door for the management to think about the concept in the future.

Summary: Alternative Work Schedules: Pros and Cons

There are positives and negatives to pretty much every situation that we are faced with in life.

Having an alternative work schedule has a lot of really great side effects.

In turn, there are also some not so great aspects that go along with this lifestyle.

However, your attitude and willingness to overcome the downsides will make all the difference in how your workday plays out in the long run.

Happy working!

Emma @ The Other Shift

Hey there! I'm Emma Smith a passionate, Registered Nurse from Australia. Together with my husband Daniel, we run The Other Shift. Our sole aim is to help shift workers and those on unusual schedules find balance between work and life. I understand the challenges of fitting in exercise, maintaining relationships and getting enough quality sleep, but I'm excited to show you that it’s possible to do shift work and still thrive. Read more about us and our story here.

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Alternative Work Week Schedules

Jul 12, 2014

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Alternative Work Week Schedules. Timekeeping at the CPUC. Introduction. The alternative work week schedule allows employees and supervisors to mutually agree upon a varied distribution of their normal work hours.

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Alternative Work Week Schedules Timekeeping at the CPUC

Introduction The alternative work week schedule allows employees and supervisors to mutually agree upon a varied distribution of their normal work hours. It does not change the number of hours worked, but simply allows each individual the flexibility to rearrange their work schedule to better meet their personal needs while considering the needs of the office.

Alternative Work Week Agreement • This agreement will be made between the employee and their supervisor. The employee will complete the Alternative Workweek Schedule Agreement (pictured on the right) and have it approved and signed by the employee’s supervisor and branch chief. The employee will then turn the agreement to their Personnel Specialist. • Upon approval from Human Resources, the Personnel Specialist will notify the timekeeper about the employee’s new work schedule and provide any other pertinent information.

Eligibility Requirements Must be a permanent, full-time employee with at least 6 months tenure. Must have a combination of 40 hours of vacation, sick, annual leave, personal leave, CTO, or personal holiday credits before beginning. All participants must have a minimum sick leave balance of 20 hours. These balances must be maintainedthroughout the duration the employee’s participation of the program to avoid any DOCK situation.

Types of Alternative Work Week Schedules 9/8/80: An employee works eight 9-hour days and one 8-hour day in a two-week period with one day off every other week that corresponds with the 8-hour day. 4/10/40: An employee works the required 40-hour minimum work week in four 10-hour days between Monday and Friday.

9/8/80 Schedule Example: An employee works 9-hour shifts with one 8-hour day alternating as their day off.

4/10/40 Schedule Example: An employee works 10-hour shifts with day off per week.

Excess/Deficit Hours Employees must account for all required work hours during each pay period to receive a full paycheck. Pay periods often begin and end in the middle of a workweek. When this occurs, there will be a difference between the hours actually worked and the hours required in order to receive a full paycheck. Hours worked over the required number are called excess hours, while hours worked below the required number are called deficit hours.

Excess Hours Excess Hours– will be carried to the employee’s excess credit bank up to a maximum of 40 hours. These will be used to offset deficit hours. In the event an employee has over 40 hours of excess credit, they must use these hours before they use holiday credits, vacation, annual leave, personal leave, personal holiday, or CTO. If an employee separates or transfers to another department, the excess hours will be compensated as pay at straight time. Excess time cannot be transferred with the employee if they transfer to another department.

Deficit Hours Deficit Hours– will notbe carried from month to month. Excess hours will be used to make-up for the deficit hours. If there is an insufficient balance of excess hours, holiday credit, vacation, annual leave, personal leave, CTO, or personal holiday credits must be used. An employee may notuse any other leave credit in lieu of excess hours. Sick leave may not be used to make up deficit hours.

Frequently Asked Questions Q: If there is a paid holiday on an employee’s scheduled work day, do the employee get paid for 9 hours (if on a 9/8/80) or 10 hours (if on a 4/10/40)? A: The employee will only receive 8 hours for the paid holiday. The extra 1 hour (if on a 9/8/80) or 2 hour (if on a 4/10/40) will come out of the employees excess hours accrued. If there is an insufficient balance of excess hours, the extra time will come out of an employee’s leave balance. (i.e., vacation, CTO, personal leave, etc.)

Frequently Asked Questions Q: What if an employee’s scheduled day off falls on a paid holiday? A: If a holiday falls on a regularly assigned day off, the employee will be credited with eight hours of excess time.

Frequently Asked Questions Q: What happens if an employee needs to come in on their day off because of a work requirement such as a meeting? A: The employee needs to have a discussion with their supervisor about an alternative day to take off that week to make up for the day he/she is coming into work. The timekeeper, however, will enter the employee’s time in HRIS as it is normally scheduled.

Frequently Asked Questions Q: What if the employee has deficit hours for the month and has no excess hours or other proper leave credits to use? A: This should never happen because employees must maintain a balance of at least 40 hours of vacation, sick, annual leave, personal leave, CTO, or personal holiday credits while on an alternative work schedule. However, if this were to happen, the employee would be DOCK for the deficit hours.

End of Tutorial Timekeeping at the CPUC

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