• Compressed workweeks
• College
• Olympia, Washington

Innovative about learning AND working
Evergreen State College was rated the top public liberal arts college in the West in 1999 by U.S. News and World Report. Not only is Evergreen's faculty open-minded to innovative ways of learning and teaching, its administration is also open-minded about alternative ways of working.

An internal survey revealed that a significant number of non-faculty staff telework as needed to meet deadlines and increase effectiveness. More than half take advantage of flexible start and stop times, and approximately 70 of nearly 400 full-time staff work compressed weeks, including 9/80s, 4/10s and 3/12s. The reasons for using compressed workweeks vary from operational convenience to employee satisfaction to better coverage of responsibilities.

Creative options provide service
“At the college, work options provide managers and employees with more flexibility and creativity to get work done and fulfill the needs of the community we serve,” says Manager of Maintenance Services Cliff Hepburn. “It's a matter of service.” But work options can be a convenience for employees also, eliminating commute trips, reducing child care needs and other work/life stresses, and providing more days off.

Increased morale, productivity
Human Resource Services Director Jim LaCour says, “The key is being flexible and open-minded. When you meet work needs and address employees' issues at the same time, morale and productivity go up. You find employees doing more work and better work in a shorter period of time.”

Varied use of compressed workweeks
Staff in academics, police services, maintenance, grounds and the central utility plant work a number of different compressed workweek schedules for as many different reasons. Some schedules were requested by employees, either individually or as a work group, while others were introduced by managers. Because a number of departments at the college must provide extended or 24-hour coverage seven days a week, compressed workweeks have been incorporated into some shifts to increase coverage or service.

Employee relations and union issues
In some cases union issues have needed to be resolved. A labor/management committee at Evergreen has been successful in creating win/win solutions to work options issues. The union considers work schedules a members' issue – something members propose to fulfill the hours of coverage the organization requests. Because compressed workweeks, telework and flextime usually but not always are perceived as employee benefits, LaCour recommends employer-initiated changes be presented to the union well in advance of implementation. “An employee who disagrees may not talk to his supervisor about it, but the union will be able to gather information and help sort out the issues ahead of time. It's all about good employee relations.” He also suggests managers provide employees with detailed information about coverage needs to avoid denying employees' requests.

“Very few programs in an organization help morale as much as work options, and it doesn't cost anything,” LaCour says. “In many cases, coverage is better than before.”

Time off valued more than overtime
Police services staff provide around the clock coverage seven days a week. They work revolving shifts of three 12-hour days, with three on and three off, in order to receive three days off that fall on the weekend once a month. To make the hours come out evenly, each employee works one extra eight-hour shift once a month. If based on a standard workweek, the hours would total 44, 36, 40, and 40 for four weeks. By stopping and starting the workweeks differently, the college does not pay overtime. The union discovered the extra days off and a normal weekend with family were more important to staff than overtime pay. In addition, with adequate staffing levels, coverage is better than before. Three employees work 12-hour shifts each day, with staggered start times to create double coverage.

“We put the same amount of hours in annually, but it seems like we only work half the year,” says Supervisor Darwin Eddy. When one employee needs to take vacation time or is sick, the other two officers can split the second shift if necessary. Police Officer Lana Brewster adds, “We voted on it, and now we have better coverage plus we're happier.”

Administrative staff value perk, extra hour of quiet
While flextime is the most popular work option for administrative and academic staff, the use of telework and compressed workweeks is increasing. Lynn Adair, Secretary Senior for Evergreen's Center for Educational Improvement, which develops workshops for K-12 teachers, works 9/80s – eight 9-hour days and one 8-hour day to receive every other Friday off. “It's such a perk to have a day to myself during the week,” Adair says. “I asked other administrative staff who were using 9/80s about their experience and how to manage the work flow, then proposed to my boss that I try it for the summer – it worked so well I was able to continue it.” Adair's arrangement is flexible so that when she is needed on her scheduled day off, she switches it to another day during the pay period. On her Fridays off, Adair sometimes checks voice mail to be sure nothing comes up that could not wait until Monday.

Overall, Adair notes her job performance has increased due to the extra hour of quiet in the morning before other staff arrive. “By the time others are coming in, I'm already in work mode, and my day is on its way,” she says. “I'm always aware of the day I'm not going to be here, so I'm constantly making sure I am on task.”

Maintenance, operations work enhanced
The boiler operators that staff the central utility plant implemented an alternative schedule in 1985 that calls for four 10-hour days with six days off, followed by 4/10s with one day off, then five 8-hour days on swing shift, followed by a normal weekend before starting all over again. Approximately once a month each employee gets six days off in a row. The plant is staffed 16 hours a day. “In 25 years of working shifts, this is the best schedule I've ever run across for a small, extended-hours operation,” says Boiler Operator Tony Elhart.

“Many of our operators live in Tacoma, so commuting fewer days is a real gas saver and cuts down on time spent commuting,” Elhart says. “Sick leave and leave requests decreased right away,” he adds. Operators also stopped complaining of no family life and no time to adjust to shift changes. The only downside in Elhart's view is the fatigue level if overtime is required on top of a 10-hour shift.

All of Hepburn's grounds staff work 4/10s, with half working Monday through Thursday and the other half working Tuesday through Friday. The longer days enable the crews to accomplish noisy work prior to the start of classes. Employees also suggested they forgo their morning break to work straight through from 6 a.m. until 10 a.m. One less stop and start increases productivity during the optimal time for grounds work on campus and reduces time spent driving back and forth between the shop and work site. Staff do take 15-minute breaks at 10 a.m. and 2:30 p.m. Hepburn reports wear and tear on maintenance vehicles also is reduced slightly by the compressed schedules.

Hepburn's building maintenance staff also needs to provide coverage five days a week, but elected to work 9/80s. The crew splits their days off so that half of the maintenance staff are present every Friday. Longer days help staff access locker rooms, classrooms and offices to do repairs and maintenance work with less disruption.

Alternatives worth a try
“Supervising as many departments as I do, it takes some getting used to the different schedules,” Hepburn says. “But overall, being creative and open-minded about work schedules is a benefit both for the college and the staff.”

© 2000 Washington State University Cooperative Extension Energy Program. This publication contains material written and produced for public distribution. You may reprint this written material, provided you do not use it to endorse a commercial product. Please reference by title and credit Washington State University Cooperative Extension Energy Program and Commuter Challenge. Published February 2000.