Best Practices page 1 of 2
A Sample Compressed Workweek Program
Contributed by the AIA Knowledge Resources staff
November 2006
The AIA collects and disseminates Best Practices as a service to AIA members without endorsement or recommendation.
Appropriate use of the information provided is the responsibility of the reader.
SUMMARY APPROVAL DEPENDS ON OPERATIONAL
In today’s competitive market, an employer must NEEDS
offer alternative benefit options to attract talented To work on a compressed schedule, an AIA
employees. One such alternative, the compressed employee must initiate the process by filing a
workweek, offers employees greater flexibility— request form, signed by both the immediate
either year-round or during selected months—to supervisor and the department head, with the
have certain days off in exchange for longer hours human resources department (HR). The supervisor
on the days they do work. and department head jointly make the decision,
possibly in consultation with others.
AIA National offers its staff a compressed-workweek
program during the summer. The program allows When evaluating a request, supervisors consider
employees, on a voluntary basis, to work the staffing constraints, in-house staffing needs for their
equivalent of two 5-day workweeks in 9 days rather departments and teams, and operating
than 10. Participation in the program does not affect requirements. If the change to a compressed
an employee’s position, salary, salary review, or workweek could negatively affect service levels,
consideration for transfer or promotion. workflow, or other key functions, the supervisor may
deny the request, clearly stating the reason(s) to the
WHO BENEFITS FROM THE PROGRAM? employee and HR in writing.
Participation in a compressed workweek can benefit A supervisor also has the authority to determine if
the organization, the community, and the employees and when the compressed workweek is no longer a
alike. The organization may reduce operating costs, viable scheduling alternative for the department or
improve employee retention, and decrease for a specific position. The benefit can be modified
absenteeism and tardiness. Fewer daily commuters or canceled at any time, although advance notice is
means less environmental impact on the community. desirable. When a change or cancellation is
Most important, employees may be able to better necessary, the supervisor must provide written
balance work and personal life, which potentially notice to the employee and submit a copy to HR.
raises morale.
When an organization decides to offer the HOW THE PROGRAM WORKS
compressed workweek benefit, it is important to first Once a compressed workweek request is granted, a
determine the criteria for program participation. At participant must adhere to his or her approved
the AIA, for example, a participant must schedule to reduce departmental and team-wide
scheduling and planning conflicts. In addition,
• Be a regular full-time employee
participants must ensure that tasks are covered on
• Have satisfactorily completed a six-month their compressed workdays off and that the
probationary period alternative schedule causes no project delays.
• Have a performance record that at least Firms that offer this benefit may find it necessary to
“fully meets expectations” either rotate or stagger the employees’ days off—for
instance, to alternate first and second Mondays and
• Have no disciplinary actions in his or her
Fridays of each month—thus preventing the
file for the past six months
possibility that too many employees take the same
day(s) off.
Supervisors who approve compressed workweeks
also must guarantee that efficient, effective
© The AIA Knowledge gained from experience immediately applicable to a task at hand. BP 07.01.01
Best Practices page 2 of 2
teamwork continues and that productivity does not For More Information on This Topic
decline in response to the new schedules. See also “Managing People” by
In coordination with their supervisors, employees Kathleen C. Maurel, Assoc. AIA,
also can change the compressed schedule, perhaps and Laurie Dreyer-Hadley, The
deciding either to change the designated day off or Architect’s Handbook of
even not to work a compressed schedule during a Professional Practice, 13th edition,
particular pay cycle. However, it is generally best to Chapter 9, page 221.
establish and maintain the same compressed
See also the 14th edition of the
schedule within the period of the program to Handbook, which can be ordered
maximize the number of staff who can participate from the AIA Bookstore by calling
and to help supervisors effectively manage staffing 800-242-3837 (option 4) or by email
or service levels on each team. at [email protected].
Unlike paid days off (PDOs) that are part of standard
annual leave, compressed days off cannot be
Feedback
accrued and do not carry over to the next pay period
if unused. If, due to an unexpected work event, an The AIA welcomes member feedback
employee ends up working on a scheduled on Best Practice articles. To provide feedback on
compressed day off, the employee should be offered this article, please contact: [email protected].
a substitute day off during the same period when
Keywords
feasible.
• Practice
Employees on a compressed work schedule may,
however, make travel plans for their approved days • Personnel management
off. If they take any PDOs during a compressed • Employment
workweek segment, they charge the number of
hours they would have worked that day (e.g., 8.5 • Personnel benefits
hours instead of the 7.5 hours per day during a • Flexible work schedules
standard workweek). If they take a partial PDO
during such a period, they would work the remaining
number of hours scheduled that day (e.g., 4 hours of
PDO, 4.5 hours of work) and mark their timesheets
accordingly.
THE AIA PROGRAM’S SUCCESSES
The AIA has seen increased interest in this plan
since its inception in summer 2005, when 20
employees participated. In 2006, 31 employees
participated out of roughly 200 employees. Many
employees find the program offers a more agreeable
balance between working hours and time at home.
RESOURCES
More Best Practices
The following AIA Best Practices provide additional
information related to this topic:
07.01.05 Telecommuting Considerations
07.05.02 Develop a Talent Retention Plan
07.02.03 How a Talent Strain Affects
Architectural Firms
© The AIA Knowledge gained from experience immediately applicable to a task at hand. BP 07.01.01
