Alternative Work Arrangements

Barriers & Considerations

• Know the law
• Who needs to be involved?
• What should be considered?
• How do I communicate the policy to my employees?
• How do I make sure the policy is effective?

Know the Law

• Consult the Employment Standards Act  and The Ontario Human Rights Commission regarding hours of work, meal and break times
• Review any collective agreement

Who needs to be involved?

• All stakeholders including health and safety committees, wellness committees, union and employee representatives, human resources, etc.
• All levels of management

What should be considered?

• The different types of alternative work arrangements and their suitability. Examples are:
  
  
  • Flexible hours
  • Part time
  • Compressed work weeks
  • Job sharing
  • Telecommuting
  • Lieu time
  • Gradual retirement
  • Leaves or sabbaticals
  • Work from home
    
    
• The impact of alternative work arrangements on customer service and internal commitments
• Communication strategies to determine when, where and how an employee will be available to the supervisor, co-workers and customers
• Recognize there may be initial start-up costs

How do I communicate the policy to my employees?

• Does the policy apply to all employees? Clearly communicate why or why not
• Determine if and how the workload needs to be re-organized, re-distributed or modified
• Communicate (in writing) specific details of the alternative work arrangement; cost coverage, specific insurance requirements; performance expectations, etc.

How do I make sure the policy is effective?

• Create a supportive environment
• Ensure all managers are knowledgeable and supportive of the policy
• Evaluate with respect to implementation and effectiveness
• Review periodically to ensure it remains current (invite feedback from employees and managers)

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