5.

HIRE AWA PROGRAM COORDINATOR

Appoint a staff coordinator to develop communication mechanisms that increase awareness of and support implementation for alternative work arrangements.

Complete

Ongoing

Aaronnette Jackson began in April 2009. In addition to her role in managing work-life communications and conducting special projects for the Center, she will support alternative work arrangement programs for staff.

Web Traffic: www.worklife.emory.edu since site inception (April 27, 2009)

  8,022 unique visitors from Emory  

     University network domains

   4,400 returning visitors

   47,000 page views

6.1

INCREASING MANAGERIAL ACCEPTANCE OF AWA

Actively promote the AWA policy and encourage supervisors to identify which AWA can become an integral part of department management.

Complete

EWLRC and Learning Services have developed an educational series on workplace flexibility for managers.

6.2

ONGOING DISCUSSION

Provide flexible, yet realistic, and consistent discussion and assessment of AWA options across varied office environments. Identify positions within the University for which AWA’s are encouraged and already offered as primary options.

Pending review.

6.3

TELECOMMUTING

Where feasible, increase telecommuting opportunities and resources in consultation with IT leaders to enhance support of technology, such as remote access, IT equipment, hardware, and confidentiality.

Pending review.

6.4

JOB SHARING

Support job sharing as a means of increasing productivity, reducing absenteeism and turnover, and retaining valued employees.

Conceptual

EWLRC is exploring ways to encourage job sharing, where feasible. Ideas include an online data where individuals interested in job sharing can connect.

7.1

PROMOTE AWA SUCCESS STORIES

Provide an archive of AWA success stories to serve as role models for supervisors and employees.

Pending review.

7.2

ONGOING AWA RESEARCH

Support ongoing research into AWAs adopted, with the recognition that individuals participating in AWAs may often perceive increased demands on their time.

Pending review.

7.3

REFINE AWA POLICIES

Fine-tune AWA policies and procedures in light of input and feedback, and advances in available technology.

In Progress

In conjunction with the principles of alternative work, EWLRC will review existing policies governing AWA, and recommend enhancements or changes, where appropriate.

7.4

PROVIDE AWA TRAINING FOR MANAGERS

Provide ongoing training and support for supervisors as they seek to implement AWA and/or other work-life-enhancing activities.

Complete

EWLRC and Learning Services have developed an educational series on workplace flexibility.  For staff, the workshop is “Developing an AWA Proposal”.  The purpose of this course is to offer Emory staff an opportunity to assess the appropriateness of alternative work arrangements that consider personal work style, job responsibilities, and the needs of the organization.  For managers, the workshop is “Managing a Flexible Workforce” which is intended for first-line supervisors and middle managers. The course is designed to offer guidance on preparation for introducing, implementing, and managing alternative work arrangements at Emory that meet the needs of the employees and the business unit for managers.

In June 2009 the University Leadership approved the Principles of Alternative Work to assist and guide operating units on how to make decisions addressing AWA and telecommuting options.