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Human Resources Guideline Guideline for Flexible work arrangements Table of Contents 1 Introduction ................................................................................................................ 2

2 Purpose ....................................................................................................................... 2

3 What are Flexible Work Arrangements? ................................................................... 3

4 Benefits of Flexible Work Arrangements ................................................................. 3

5 Barriers of Flexible Work Arrangements .................................................................. 4

6 Achieving Work-Life Balance .................................................................................... 4

7 Options for Flexible Work Arrangements ................................................................. 4

8 Responsibilities .......................................................................................................... 7

9 Relevant Legislation and Policy ................................................................................ 7

10 Contacts ...................................................................................................................... 7

11 Guide for Employees.................................................................................................. 8

12 Guide for Managers .................................................................................................... 9

12.1 Assessing Work-Life Balance Proposals ...................................................................................................9

12.2 Considerations for Managers .................................................................................................................. 10

12.3 When a proposal is suitable .................................................................................................................... 10

12.4 When a proposal is not suitable .............................................................................................................. 10

13 Flexible Work Arrangements ................................................................................... 11

13.1 Part-Time Work ....................................................................................................................................... 11

13.2 Job Sharing ............................................................................................................................................. 12

13.3 Purchased Leave..................................................................................................................................... 16

13.4 Unpaid Leave - Career Break .................................................................................................................. 17

13.5 Parental Leave ........................................................................................................................................ 19

13.6 Work and Breastfeeding (including Lactation Breaks) ............................................................................ 20

13.7 Carers Leave ........................................................................................................................................... 22

13.8 Telecommuting ........................................................................................................................................ 23

14 Other Useful Links ................................................................................................... 24

Schedule One – Proposal for Flexible Work Arrangements

Schedule Two – Job Share Proposal Schedule Three – Example Job Share Agreement Schedule Four – Example Work and Breastfeeding Agreement

Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer frequently to the Queensland Health Internet site for updates.

Guideline for Flexible working arrangements June 2014

1 Introduction Queensland Health supports and encourages work-life balance for the mutual benefit of Queensland Health and its employees. Work-life balance is about a person’s ability to manage their paid work commitments with their career goals, personal, community and cultural responsibilities. It is about an individual having the ‘right’ combination of paid work and other activities. The ‘right’ issues do not remain static but depend on individual requirements at specific points in time. Through flexible working arrangements such as leave, or a reduction in working hours, there is an opportunity to match the individual’s requirements with those of the workplace – delivering quality health services. Part of being an attractive and competitive employer involves: • the provision of work-life balance policies to help retain all workers including those nearing

retirement age • attraction of parents who have been out of the workforce due to caring responsibilities • young workers who want to combine work, study and/or leisure, or who are planning to have

families in the short-term future.

Flexible work arrangements are to be negotiated on a case-by-case basis and approved at the discretion of the appropriate delegate. 2 Purpose This Guideline for Flexible working arrangements is a practical reference tool for employees and managers. It has been developed to summarise Queensland Health’s policies for individuals and managers, and addresses the issues of work, life and family balance. Queensland Health is committed to providing supportive and flexible work options for all employees, and has a range of policies to assist in balancing the needs of the individual whilst meeting the demands and environment of the workplace. Access to flexible work time and leave arrangements varies for different categories of employees and needs to be considered within the context of relevant awards, agreements and available resources. The policies and information contained within this guide are intended as a general information source for all Queensland Health employees. Information in this guide does not apply to short term or casual employees. This guide is designed to assist managers to: • ensure increasing levels of success in implementing sustaining flexible arrangements • assess and implement flexible work options • understand and have knowledge of the available flexible work arrangement policies • deal with practical difficulties that arise when implementing flexible arrangements. Employees are encouraged to discuss their specific needs and individual requirements with their line manager. Further information is available from your local human resources (HR)/People and Culture unit and at http://qheps.health.qld.gov.au/hrbranch/equity_diversity/home.htm, including: • HR policies • resources (including application forms) • useful links.

Guideline for Flexible working arrangements of 24 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer

frequently to the Queensland Health Internet site for updates.

http://qheps.health.qld.gov.au/hrbranch/equity_diversity/home.htm


3 What are Flexible Working Arrangements? Flexible working arrangements are employment options that aim for the best match between the interests of the organisation and individual employees. They also can improve productivity and provide employees with more choices to achieve a balance between their work and personal obligations. Queensland Health recognises the changing nature of work and personal life, and acknowledges that flexible working arrangements contribute to the attraction and retention of skilled employees. Flexible working arrangements are aligned to work-life balance policies and impact on workforce planning, job design and the health and wellbeing of employees. 4 Benefits of Flexible Working Arrangements An individual’s life outside work can impact on their work life, and vice versa. Studies in Australia and overseas reveal that flexible work options can result in real cost benefits and improvements in the performance of an organisation and individual as happy and balanced employees are more likely to perform better at work and at home. Benefits to employees may include: • greater ability to meet family commitments • increased life satisfaction • provides social support and connectedness • maintenance of skills • employment for those for whom full-time work would be difficult • retention of the benefits of ongoing employment. Benefits to the organisation may include: • attraction of new recruits • greater flexibility • increased morale • improved retention of skilled and valued employees • reduced recruitment and training costs • reduced absenteeism • a positive impact on productivity • reduced worker stress and distraction • enhanced organisational protection against unlawful discrimination. Organisational benefits are illustrated in the following examples: • reduced employee turnover - The cost of losing an employee in their first year of employment is

estimated at three times their annual salary, plus the hire cost of approximately 25% to 30% - a loss of up to $165,000 for an employee on a salary of $50,000 (Recruitment Solutions, Chandler McLeod Group).

• improved people management practises - 2007 National Work/Life Benchmarking Study indicates 88% of Best Practice organisations and 57% overall (in the Study) said that flexible work options have helped them to more effectively manage their people. Best practice organisations provide guidelines and decision-making criteria to assist managers and employees with the implementation and negotiation of flexible working arrangements (Managing Work/Life Balance International).

• reduced training costs - The retention of trained employees reduces training costs and allows the organisation to recoup the benefits of that training (Success with Flexible Work Practices, Office of the Director of Equal Opportunity in Public Employment, 1997).




• reduced costs due to absenteeism - Greater flexibility for employees will mean a reduction in the

direct and indirect costs of unplanned absenteeism – cost savings here will include cost of overtime or a short term contractor to meet work commitments (Department of Innovation, Industry and Regional Development, Victoria, July 2008).

5 Barriers of Flexible working arrangements There are also a number of barriers to achieving work–life balance, such as:

• lack of awareness about existing flexible working arrangements • inability to access flexible working arrangements • lack of understanding of the benefits of work-life balance.

6 Achieving Work-Life Balance Steps you can take to achieve work-life balance include: • know your role, responsibilities and expectations • learn to say no to things that are not essential • take proper breaks to relax or energise • focus on the positive aspects of your work and personal life • learn to accept what you cannot change. Take positive steps to change what you can • know your strengths and weaknesses • get to know your personal signs of stress and prevent stress from creeping up • regularly exercise to increase energy, concentration and improve health • reduce intake of caffeine, nicotine, alcohol and drugs • eat a healthy and balanced diet • make time for rest and ensure a healthy sleep pattern • take the time to engage in enjoyable leisure, fun and social activities • build a support network and reduce harmful isolation • take time to reflect upon, develop and clarify your values and belief system • discover new interests and broaden your ‘big picture’ of life • seek good advice and perspective • maintain interest in your work by looking at what can be learnt or done differently • make a note of where your energy is currently going; then decide what your ideal balance would

look like.

7 Options for Flexible working arrangements Queensland Health has a number of flexible working arrangements in place. Subject to the operational obligations of the workplace and the requirements of the individual, management and employees may explore and implement what suits best. These arrangements are available through the various Queensland Health certified agreements and policies. To assist in accommodating work and personal needs, the following information provides an overview of the varying options available (including HR Policies or other sources): Flexible Work Options Part-time work Part-time employment is available on a temporary or

permanent basis on either the same days of each week or varying days according to a pre-determined roster.

Industrial Award

Job Sharing Two or more employees can volunteer to share the responsibilities of one full-time position with each

Flexible working arrangements HR



http://www.health.qld.gov.au/eb/current_agree.asp

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Flexible Work Options

appointee performing the full range of duties on a part-time basis.

Policy C5

Purchased Leave Allows employees to access between one and six weeks unpaid leave in addition to other leave entitlements (formerly known as Leave for Proportionate Salary).

Purchased Leave HR Policy C21

Career Break Employees have the option to negotiate a fixed period away from work to undertake a variety of activities while maintaining a position with Queensland Health at the end of the absence.

Special Leave HR Policy C7

Parental Leave Paid and unpaid leave is available for a newly born or adopted child.14 weeks paid leave is available for eligible employees.

Parental Leave HR Policy C26

Work and Breastfeeding (including Lactation Breaks)

Employees who choose to express breast milk or breastfeed their child can access workplace facilities or utilise flexible work, rostering, leave and lactation break arrangements in order to breastfeed on their return to work.

Public Service Commission Breastfeeding and Work Policy

Sick/Carers Leave

Unless otherwise indicated in a specific contract, certified agreement or award, all full-time employees shall be entitled to 10 days sick leave per year (pro-rata for part-time employees). Can be used for self or caring purposes.

Sick Leave HR Policy C64 Carers Leave HR Policy C9

Telecommuting Telecommuting is a flexible work practice encompassing the performance of work outside the central workplace using telecommunications to replace part, or all, of the physical journey to work.

Flexible working arrangements HR Policy C5

Variable Shift lengths

Shift lengths are to be not less than four hours and no more than 10 hours, unless specified by a particular industrial instrument, for example a Midwifery Model of Care - Local Area Agreement.

Local arrangement

Variable Working Hours Arrangement

Variable working hour arrangements (also known as flex time) provide access to flexible commencing and ceasing times.

Schedule 3 of the Queensland Public Health Sector Certified Agreement (No. 8) 2011 (EB8)

Long Service Leave

All employees of Queensland Health can access pro rata long service leave on full pay after completing 7 years’ continuous service. Long service leave accrues at the rate of 1.3 weeks on full salary for each year of continuous service and a proportionate amount for an incomplete year of service. Long Service leave can be taken on a half pay arrangement, dependent upon service delivery requirements and financial considerations.

Long Service Leave HR Policy C38

Recreation Leave Unless otherwise indicated in a specific contract, industrial agreement or award, all full-time employees shall be entitled to 20 days recreation leave per year (pro-rata for part-time employees). Recreation leave accrues on a pro-rata basis. Recreation

Annual/Recreation Leave HR Policy C51










http://www.psc.qld.gov.au/publications/assets/policies/breastfeeding-work-policy.pdf




























Flexible Work Options

leave can be taken on a half pay arrangement, dependent upon service delivery requirements and financial considerations.

Special Leave Special Leave can be taken for a number of reasons such as: • sporting competitions • reserve forces training • flood, cyclone, bushfire and storm • cultural leave • blood donations. Leave is approved on an individual basis and is a non-accruing entitlement. The number of days leave approved is dependent upon the type of leave requested. Special Leave can either be paid leave (such as Cultural Leave) or unpaid leave (for any particular purpose not provided for in any other provision).

Special Leave HR Policy C7

Spousal Leave On production of a certificate from a medical practitioner which states the expected date of birth of the child for whom that employee has accepted responsibility, an employee is entitled to one week paid spousal leave in connection with the birth. The period of paid spousal leave cannot be extended other than by the employee taking the leave on a half-pay basis.

Parental Leave HR Policy C26

Accessing QSuper for phased retirement

Employees may be able to access superannuation benefits prior to retirement due to recent changes made by the Commonwealth Government. For more information on how this may assist your transition into retirement please contact QSuper or visit: http://qsuper.qld.gov.au/members/retirement/transition/

QSuper webpage

Learning and Development Study and Research Assistance Scheme (SARAS)

Designed for eligible Queensland Health employees who wish to undertake study or research activities that will enhance their knowledge, skills and abilities.

Study and Research Assistance Scheme (SARAS) HR Policy G10

Health and Wellbeing Employee Assistance Service (EAS)

Provides a confidential, short-term counselling service free-of-charge to employees to assist them to resolve personal and work related problems.

EAS QHEPS page

Workplace Equity and Harassment Officer’s Network (WEHO)

This network exists to assist in proactively addressing issues of equity, harassment and discrimination in the workplace.

Contact Officers HR Policy E8

Aggressive Behaviour Management

The Aggressive Behaviour Management for Healthcare Workers training program is based on sound risk management principles, designed to support the delivery

Local arrangement







http://qsuper.qld.gov.au/members/retirement/transition/

http://qsuper.qld.gov.au/members/retirement/transition/

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http://www.health.qld.gov.au/hrpolicies/e_ethicsconduct.asp

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Training of health care and improve patient safety through

prevention, protection from and control of aggressive behaviour incidents.

8 Responsibilities Managers are responsible for facilitating, supporting and encouraging open discussion of work-life balance in the workplace. Employees are responsible for openly discussing their needs for flexible working arrangements with their manager. It is the responsibility of both the employee and management not to be judgmental of others in terms of the hours they work or benefits they receive. 9 Relevant Legislation and Policy Access to flexible work and leave arrangements varies for different categories of employees and needs to be considered within the context of relevant legislation, awards, certified agreements, HR policies and available resources. These include the following: • Anti-Discrimination Act 1991 • Public Service Act 2008 • Public Service Regulation 2008 • Industrial Relations Act 1999 • Family Leave (Queensland Public Sector) Award - State 2004 • International Labour Organisation Convention 156 (Equal Opportunities and Equal Treatment for

Men and Women Workers with Family Responsibilities) • A full range of Queensland Health certified agreements can be accessed at the following site:

http://www.health.qld.gov.au/eb/current_agree.asp.

10 Contacts In addition to discussing your work arrangements with your family and friends, Queensland Health is concerned about the wellbeing of its employees and has ensured that there are supports in place and information available to assist employees. Your manager Your manager will provide help and support in managing stress at work. Some employees may be hesitant about talking to their manager, however, they are often in the best place to understand the concerns of their employees and take positive action to reduce and control stress in that work unit. Employee Assistance Program (EAP) (http://qheps.health.qld.gov.au/eap/) All Queensland Health employees can confidentially access the EAP. Expert counsellors can assist you to work through personal and work related problems and get you back on track. Workplace Equity and Harassment Officers (WEHOs) These Queensland Health employees have been trained to provide information about options to resolve complaints of bullying or discrimination and actively support those who are concerned about their wellbeing in the workplace. Contact your Local HR/People and Culture unit for WEHO contact details. Rehabilitation and Return to Work Co-ordinator The local Rehabilitation and Return to Work Coordinator can also provide information about managing stress and how to access other support services.



http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/A/AntiDiscrimA91.pdf

http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/P/PublicServA08.pdf

http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/P/PublicServR08.pdf

http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/I/IndustRelA99.pdf

http://www.psier.qld.gov.au/psawards/docs/f0026.pdf


http://qheps.health.qld.gov.au/eap/


Human Resources/People and Culture Unit Human Resources staff can provide information including contact details of stress support services in their facility, local policies and more flexible working arrangements. Union Representatives Union Representatives can provide advice and assistance on a range of work related issues. Unions can also provide information to members on work-life balance initiatives. 11 Guide for Employees Flexible work arrangements are available on the basis of employer/employee agreement. To assist employees in negotiations with their managers, a step-by step has been developed.

Identify your personal and work needs

Research your entitlements

Find out the benefits of work-life balance policies

Consider what type of arrangement you wish to negotiate (formal or informal)

Gain support from other employees

Prepare a proposal to support your request for work-life balance

Present your proposal to management

Implement and evaluate

Determine reasons and review

Yes No




12 Guide for Managers There are a number of considerations for managers when introducing work-life balance arrangements. Create a climate for flexibility

• Be informed about flexible work options. • Read flexible work policies. • Discuss options with your local HR/People and Culture unit. • Inform employees of flexible working arrangements. • Ensure employees are advised of the types of flexible working

arrangements, including part-time work, job-sharing and variable working hours.

Apply flexible management skills

• Flexible work scheduling requires managers to focus on outputs and to think of positions in terms of outcome and performance, rather than the amount of time spent in the workplace.

Identify and apply flexible management principles

• Take a strategic approach. • Set a goal of successful management of flexible working arrangements. • Understand individual employees’ needs and responsibilities, personal

characteristics, and approaches to work. Balance workplace and individual needs

• Identify the benefits to the work unit - Benefits must link to work unit goals, budget and workforce plans.

• Meet workforce planning requirements. It is important to check the needs and expectations of employees in relation to work, life and family balance.

Build support • Managers need to show their support and openly acknowledge that flexibility in the workplace is a contemporary reality.

12.1 Assessing Work-Life Balance Proposals Managers are to follow this checklist for implementing flexible working arrangements in their work area.

Understand the nature of the work - life balance proposal

Assess whether the request is a short term or long term arrangement

Assess the nature and the responsibilities of the employee’s position

Determine possible options for the work unit and consider the proposal

Assess if proposal can be practically implemented (discuss with employee)

Implement and evaluate

Determine reasons and review

Yes No




12.2 Considerations for Managers The following considerations should be made when assessing a work-life balance proposal: Assist with assessing needs and considering options. Individual employees may need assistance in understanding the needs of the work unit and in choosing the best ways of meeting their personal needs. Make a practical and fair decision and assess if a proposal can be practically implemented, on the basis of: • current and projected workforce needs within the work unit • cost effectiveness • appropriateness for internal and external client needs • impact on other team or work unit members. 12.3 When a proposal is suitable Document and implement agreement: • Agreements are to cover the duration of the arrangement, include an updated Performance and

Development plan, and details of equipment supplied or required. • Ensure that the correct delegate is responsible for approving flexible working arrangements. • Have a definite time frame in which to assess the success of the flexible work arrangement. Review progress: • There should be a continuous review of the arrangement, and if necessary, changes should be

agreed and the document altered to reflect these amendments. • What problems have been identified or what needs to be changed/improved? • What are the benefits that have been achieved? (i.e. both in financial aspects and outcomes) • Continue and refine the arrangement if indicated by review process. • Implement changes to improve arrangement. 12.4 When a proposal is not suitable If you have considered a proposal for flexible working arrangements and feel it cannot be practically implemented, do not be afraid to say no, taking care and time to explain why the arrangement would be unsuitable. For example, an arrangement may not be suitable if: • it does not address current and projected workforce needs • it is not cost effective • it does not meet internal or external client needs • it impacts negatively on other team or work unit members. If you are not sure, discuss with your manager and/or your local HR/People and Culture unit. When telling an employee who has submitted a proposal for flexible working arrangements that their application has not been successful you may find the following ideas useful: • Make sure you tell the person face to face. • Explain the reasons for your decision, not just “it will not work”. • Discuss other possible options that may be available.




• Offer the opportunity for a review of the circumstances at a later time, if appropriate.

13 Flexible Working Arrangements The following sections outline flexible working arrangements available to Queensland Health employees, and relevant case studies. 13.1 Part-time Work A part-time employee works less than the full ordinary weekly or monthly hours and is rostered to work regular hours each week. The periods may occur on either the same days of the week or on days that vary from week to week in accordance with a predetermined roster. awards covering both public service employees and health service employees contain provisions for part-time employment and indicate the hours that may be worked by part-time employees. A structured part-time arrangement that allows for workers to have equitable access to training and development opportunities, and consideration for promotion and advancement, provides benefits for both employers and employees. Part-time employees are entitled to employment entitlements associated with full-time employment in relevant industrial award provisions, such as sick leave and annual leave, on a pro-rata basis. However, the specific engagement periods vary from award to award. Overtime is not paid unless more than the full-time hours are worked on a day or the weekly ceiling of hours prescribed in the award is exceeded. Employees should be aware that a reduction in their number of working hours will affect the date of their annual pay increment. Part-time employment can be negotiated on a temporary or permanent basis: • Permanent full-time employees that negotiate a permanent part-time arrangement have no

automatic right to revert to full-time employment under this scheme. Further changes can be made by agreement.

• Permanent full-time employees that negotiate a temporary part-time arrangement for an agreed period of time will revert to their full-time position at the end of the agreement.

Benefits for Queensland Health Benefits for Employees

• Reduced absenteeism. • Improved client service by meeting peak

demands without incurring additional costs.

• Ability to maintain employment and skills while meeting outside obligations, commitments or pursuing other interests.

• Increased competitive edge in attracting and retaining employees.

• Ability to keep up with technological or professional change through continuity of employment.

• Savings in recruitment and training costs through reduced turnover.

• Increased life satisfaction.

• More motivated employees because their needs are met.

• Employment for those with a disability for whom full-time work would be difficult.

• Retention of skilled employees who can no longer work full-time.

• Useful for those approaching retirement.

What you need to do: A guide for employees If you wish to take advantage of these arrangements, you need to discuss them with your manager. You should prepare for this discussion by thinking through the following and completing the pro forma (refer Schedule One), including: • your reasons for wanting the arrangement • hours of work




• who will be affected • communication plan • time management • respective roles and responsibilities • benefits to the work unit.

Potential Barriers to Implementation Possible Solutions • Participation in the full range of workplace

activities may be restricted. • Implement communication strategies, arrange

employee meetings and other networking activities at time when part-timers can attend.

• Full-time employees in the work area may feel that the part-timers are being treated as special, or that they will have increased work activities when the part-timers are not at work.

• Ensure that all employees are involved in the decision and planning for the part-time position, and encourage positive attitudes.

• There may be an impact on salary, superannuation and other entitlements.

• Employees should undertake financial planning prior to considering this option.

CASE STUDY: Part-time Margaret was working full-time as a Nurse Grade 5 in the surgery ward of a large metropolitan hospital when her husband died suddenly. Margaret was in early middle age, enjoyed her job and had intended to continue working for a number of years. Margaret’s husband had run a small, profitable business that took approximately 20 hours a week. She felt that she could continue the business but did not want to give up her position at the hospital. She mentioned her dilemma to her manager. The duties of the position could be reallocated in a way that made it possible for the position to be made part-time. Margaret’s manager asked her if she would be interested in applying for a permanent part-time position. The potential plan was discussed with the work team. The outcome was that Margaret worked part-time at the hospital while managing the business. 13.2 Job Sharing Job sharing is an arrangement in which two or more people share one full-time job, each working part-time on a regular basis. Arrangements are individually designed to suit the needs of the particular Queensland Health workplace and the job sharers. Job Share Arrangement structure Job share arrangements can be structured in a number of ways, with the key considerations being whether the responsibilities of a job will be shared or divided and the scheduling of work hours for job sharers. Shared responsibility is when the two employees share the responsibilities of one full-time job. Together the two individuals perform the full range of tasks and there is no division of duties. Instead, the partners are interchangeable, with either member able to pick up where the other left off. This arrangement is most suited to ongoing work. It requires a high level of communication and coordination, but if implemented carefully needs not disrupt clients and co-workers. Divided responsibility occurs when two people share one full-time position and divide responsibilities. Partners may also provide backup for each other as needed. This arrangement is useful when work




can be easily divided by client group or project, and may be used when partners do not know each other well. The working hours can be scheduled in a number of ways, including: • the hours worked by each job sharer can be equal (50:50) or unequal (e.g. 60:40) • time can be divided on a daily basis (e.g. a half day each) or weekly basis (e.g. two and a half

days each, or three days for one job sharer and two days for the other) • time can be divided in an alternating way (e.g. one day on, one day off) • the arrangements can provide for overlapping time on the job by the sharers to cover busy work

periods (e.g. both job sharers to work on the same day to meet deadlines). Overlapping time is also important where job sharers or partners have shared responsibilities and need to communicate on a regular basis (e.g. where medical officers are required to conduct a hand-over).

The total number of hours worked by the job sharers is generally not to exceed the full-time hours for the role. However, if budget is available and the arrangement is agreeable to all parties to the job share agreement, the job sharers may work a total of 12 days per fortnight, allowing the job sharers to work three days each with one day overlapping.

Benefits for Queensland Health Benefits for Employees • Reduced absenteeism (by providing

options that enable employees to achieve work-life balance).

• Acquisition of range of skills of a full-time job while working part-time.

• Enhanced coverage of a full-time position by maintaining continuity of service productivity.

• Assisting employees with their work-life balance (i.e. increasing the time available for sport, study, training, family commitments or lifestyle options).

• More than one perspective on issues and greater potential for innovative problem solving.

• Ability to keep up-to-date with technological or professional change through continuity of employment.

• By mutual agreement, one job sharer can cover for the other during periods of leave.

• Increased life satisfaction (by meeting employee work-life balance needs).

• Attraction and retention of skilled employees who cannot work full-time.

• Employment for those with a disability for whom full-time work would be difficult.

• Savings in recruitment and training costs from reduced staff turnover.

• Building of teamwork, skills in negotiation, time management and work planning.

• Improved staff morale (by providing them with flexible work options).

Ability to meet family commitments.

Initiating a job share arrangement Managers, employees, or prospective employees may initiate job sharing. A full-time employee may seek to reduce their hours and work in their substantive role on a job share basis. Employees who would like to enter into a job share arrangement must submit a written application to their manager. The job share proposal template (refer to Schedule Two) may be used. The manager is to assess the feasibility of the job share proposal. If it is determined that the role is suitable for such an arrangement the manager and employee should discuss potential problems (i.e. any matter that may impact service delivery) and how these might be practically resolved. When solutions are able to be generated and it is determined that a job share arrangement can be implemented, the arrangement can only commence when:



http://www.health.qld.gov.au/hrpolicies/forms_index.asp


• all conditions are agreed and documented in a job share agreement (refer to the Flexible Working

Arrangements HR Policy C5) • the delegate has approved the job share agreement (refer to Schedule Three). Management may initiate a job share arrangement as a result of: • the requirement to fill the remaining job share component of a full-time role (when approval for a

job share arrangement had previously been given to the substantive occupant of a full-time role and one of the job sharers have vacated that position). The job advertisement and application package are to indicate that the role is on a part-time job share basis. or

• the manager identifying that a job share arrangement is a suitable option for a vacant full-time role. The job advertisement and application package are to indicate that the role is job share negotiable.

Position suitable for job share arrangements When considering requests to enter into a job share arrangement managers must give fair and equitable consideration to: • whether the employee has regular and continuing employment, requiring a fixed number of hours

per week/fortnight (subject to the minimum and maximum limitations prescribed in the relevant award)

• whether the outcomes of the role are achievable and continuity of operations of the work area is guaranteed. Arrangements are to be agreed to ensure that the functions of the role are adequately covered (e.g. access to the role occupant by clients, managers/team leaders and other team members)

• any other relevant issues impacting on the successful and efficient functioning of the role. The decision to allow job share arrangements is to be driven by the service delivery needs of the facility or work area. Job share arrangements are not to be entered into if the service delivery needs are unable to be met or are adversely compromised in a way that cannot be reasonably resolved. Management of Job Sharing Successful job sharing requires sound planning, management and commitment from both job sharers and management. Each job sharing arrangement is different, necessitating its own design. Details are to be included in a written agreement between management and the employee. Where possible, job sharers should be consulted regarding the job design. Factors to consider include:

• the workload being commensurate with the number of hours worked • the work performed being commensurate with the classification level of the job • the job must offer varied tasks involving skills maintenance and development • the duration of work periods and total hours worked are to be sufficient to incorporate

management practices which promote participation, development, training and promotional opportunities for each employee.

Job sharers and managers are to develop adequate communication and coordination processes so that the outcomes of the role can be achieved. Strategies are to also be implemented between job sharers to assist in the maintenance of service delivery and to ensure work continuity and/or patient care. Strategies for communication between job sharers may include: Guideline for Flexible working arrangements of 24 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer





• work schedules which allow for overlapping time on the job to enable the job sharers to

communicate and organise work • a diary/log book containing a written record of important developments • a joint filing system to enable each partner to access documents at any time • joint access to word processing/computer documents and systems • joint mail folders to ensure all relevant correspondence is read by each partner • joint task lists.

Strategies for medical staff may also include: • documentation with comprehensive patient notes, and possibly a structured patient handover

notebook • arranging for a change-over at the beginning of an admitting day to ensure patients may be

followed up by the same admitting medical officer. The agreement must set out the procedures for dealing with practical issues, including: • a plan of action for when either of the partners leaves the job and/or organisation, or wishes to

revert to full-time employment (e.g. procedure for selecting a new partner, or offering the remaining partner the whole position)

• workload and duties of the job • a separate performance appraisal, with the method of appraisal decided upon before the

arrangement starts. Whilst the employment of either job sharer is not conditional upon the continued employment of the other, in this type of arrangement it is essential that job sharers use effective communication strategies, are considerate of their partners and fully understand protocols. Employees participating in job share arrangements are to be fully integrated into the workplace and have equitable access to entitlements, benefits, conditions and equal opportunities compared with non-job share employees. Job share employees are entitled to: • equitable access to communication and consultation processes, training and development,

information and equipment • equitable managerial commitment and support • equal opportunities to pursue careers. When possible, meetings and consultation processes are to be scheduled at times when affected job share employees are working. When this is not possible the employee should be given an opportunity to provide input through other mechanisms and be informed of the outcomes through distribution of minutes or briefings. What you need to do: A guide for employees Complete Schedules One and Two, including: • your reasons for wanting the arrangement • hours of work • who will be affected • communication plan • workload management • respective roles and responsibilities Guideline for Flexible working arrangements of 24 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer



• procedure for covering absences • benefits to the work unit • how the partnership can be discontinued, if necessary. Employees should be aware that a reduction in their number of working hours will affect the date of their annual pay increment. An employee who has agreed to a permanent job share arrangement has no right to revert to full-time employment under this scheme.

Potential Barriers to Implementation Possible Solutions • Need for additional communication

mechanisms between the job sharers and other employees.

• Put communication strategies in place. • Keep a workbook so job share partners

knows what is happening. • Participation in the full range of workplace

activities may be restricted. • Arrange employee meetings and other

networking activities at times when job sharers can attend.

• Difficulty in renegotiating the arrangement if one of the job sharers decides to leave.

• Upon making the agreement to job share, each job sharer is to agree to actively search for a replacement should they decide to leave.

• There may be an impact of salary, superannuation and other entitlements.

• Employees should undertake financial planning prior to considering this option.

For further details, please refer to Flexible Working Arrangements HR Policy C5 – http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-242.pdf CASE STUDY: Job sharing Two part-time equivalent positions were formed in a job share arrangement for one administration officer position in the human resources unit of a metropolitan hospital. This was to accommodate the needs of the employees, one of whom was returning from maternity leave. The two job sharers, Jane and Elizabeth, reported that it was difficult to obtain a permanent part-time job in most departments. There have been no problems in sustaining the arrangements. Each administration office has an individual folio of responsibility, and this is built into Performance Appraisal and Development. Jane, who is studying, is less tired and has more time for leisure activities. The job sharers said that they now feel more enthusiastic about going to work. The unit manager notes that the job sharers are productive employees and of great benefit to the unit. 13.3 Purchased Leave Purchased leave is an option to assist employees with family responsibilities, study commitments, personal necessity or where workloads fluctuate throughout the year. The scheme allows employees to access between one and six weeks unpaid leave in addition to paid annual recreation leave and other entitlements. Although this leave is unpaid, the leave is deducted over an agreed 12-month cycle instead of when the leave is taken. The effect is to provide a continuous reduced average salary over the 12-month cycle rather than a period where no payment is received.



http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-242.pdf


Introducing Purchase Leave Eligible employees must discuss participation in the scheme with their manager, followed by the submission of a written application to participate. The application should contain a nominated commencement date and proposed dates for the leave over the 12-month period. Management of Purchase Leave The approved application must be sent to the relevant payroll unit a minimum of one month prior to commencement of the arrangements, although three months’ notice may be required. The scheme must commence in line with the beginning of quarterly periods i.e. 1 January, 1 April, 1 July or 1 October. It may be more beneficial for some employees with respect to taxation arrangements if the scheme is implemented on a financial year basis. While this scheme may be ceased prior to the completion of the 12-month period, there may need to be financial adjustments made. Contact your HR/People and Culture unit for more information.

Benefits for Queensland Health Benefits for Employees • Reduced absenteeism.

• Employees able to take leave without pay without feeling the financial strain of salary reduction at that time.

• Particularly suitable where workloads fluctuate.

• Employees may be better able to coordinate work and family responsibilities, e.g. by taking leave during school vacation periods.

• Retention of skilled and valued employees and a reduction in employee turnover, easing labour shortages and thereby reducing recruitment and training costs.

• Employees may be better able to attend mandatory residential components of higher education courses.

Potential Barriers to Implementation Possible Solutions

• There may be an impact on salary, superannuation and other entitlements.

• Employees should undertake financial planning prior to considering this option

For further details, please refer to Purchased Leave HR Policy C21 – http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-203.pdf

CASE STUDY: Purchase Leave Steve, a mental health worker from a rural Hospital and Health Service, is a member of an international ornithological society. The society was scheduled to meet for six weeks in Costa Rica to examine migratory hummingbirds, of particular interest to Steve. He wanted to participate but had only accrued three weeks annual leave. Steve found that he could link purchased leave with his annual leave, and was therefore able to participate in the international event. ‘This was one of the high points of my life’ enthused Steve. ‘I was invited to speak and show my photos to the local society branch and share this experience with them.’ 13.4 Unpaid Leave - Career Break Career breaks are schemes where an employee negotiates a fixed period away from work (usually up to one year) to undertake a variety of activities while maintaining a guaranteed job at the end of the term. These activities may include study, family commitments, travel, community responsibilities, personal development or personal health. A position will be available at the same level on the





employee’s return to full-time employment, although the employee may be redeployed. An early return to work would need to be negotiated with the manager. Career breaks are available to all full-time and part-time permanent employees. Career breaks can involve full-time work for short periods and part-time work for phase out and phase in stages. During these stages, pay and conditions are available on a pro rata basis. The employee may agree to work during this period on a casual basis to cover peak workloads or short absences.

Benefits for Queensland Health Benefits for Employees • Reduced absenteeism. • Ability to combine work with other

responsibilities and interests. • Retention of skilled and valued

employee and a reduction in employee turnover, easing labour shortages, thereby reducing recruitment, and training costs.

• Employees able to increase their knowledge.

• Improved morale, higher productivity, motivation and commitment.

• Security of employment whilst taking time away from duties for personal reasons.

• Opportunities for other employees to relieve in higher positions for career development.

• Retention of benefits of ongoing employment.

For employees who wish to have regular deductions from their pay in order to provide an income during the period of unpaid leave, refer to ‘Purchased Leave’.

Potential Barriers to Implementation Possible Solutions • There may be adverse financial

implications for the employee. • Employee should carefully consider the

implications of receiving no salary. • There may be a loss of continuity in work

activities. • A replacement in the position must be fully

briefed before the employee takes the career break.

For further details, please refer to Special Leave HR Policy C7 – http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-231.pdf

CASE STUDY: Unpaid leave – Career break Kay, a policy officer was undertaking a Masters Degree as a part-time student at a Brisbane university. She had completed her course work requirements and was starting her dissertation. Kay found this phase of her post-graduate studies very difficult, particularly with a child in high school involved in many activities that were hard to reach by public transport. Kay felt that she could no longer engage in study and was prepared to give up her academic goal. Although Kay’s husband’s income was sufficient to cover mortgage repayments and other major expenses, her career was important to her. She accessed HR information on the Queensland Health Intranet System (QHEPS) and learned details of the career break policy. Kay wrote a proposal to take the break and after discussions with her manager and co-workers, an arrangement was made to take one year’s leave, with the assurance that she had the right to return to a same-level position.





13.5 Parental Leave Workers with family responsibilities now have greater choice in balancing their working lives with caring for their young children. Parental leave, including adoption, surrogacy, paternity, spousal leave and paid (where eligible) and unpaid maternity leave is available to all employees. Parental Leave HR Policy C26 states that a maximum of 52 weeks parental leave is available to any employee of Queensland Health in order to fulfil the role of primary caregiver for the child. This leave may be comprised of a period of paid recreation or long service leave to which the employee is entitled. Parental leave means maternity, paternity, surrogacy or adoption leave. A period of parental leave is taken to include: • the period of parental leave (paid or unpaid) taken by the employee or their spouse or partner in

relation to the same pregnancy or child and • any sick leave, recreation leave or long service leave which is applied for in relation to the period

of parental leave. Generally, parental leave may be taken by only one care giver at a time. Return from parental leave An employee returning to full-time duty after a period of parental leave or one period of part-time employment in relation to parental leave provisions is to be deployed to the employee’s former position. However, deployment may be made to a different office or location at the same centre and at the same level as the employee’s former position under the following circumstances: • if the employee has taken more than 52 weeks parental leave • if the former position no longer exists • if the employee has worked more than one period of part-time work in relation to the same

pregnancy or child.

A minimum of two weeks’ notice must be given to return early from a period of parental leave.

Benefits for Queensland Health Benefits for Employees • Retention of skilled and valued

employees and a reduction in employee turnover, easing labour shortages, thereby reducing recruitment and training costs.

• Employees able to meet family commitments and combine work with parental responsibilities.

• Improved employee morale which may lead to higher productivity, motivation and commitment when the employee returns to work.

• Retention of the benefits of ongoing employment.


• There may be a loss of continuity in work activities.

• A replacement in the position must be fully briefed before the employee takes the parental leave.

• There may be adverse financial implications for the employee.

• Employees should carefully consider implications of receiving no salary.

For further details, please refer to Parental Leave HR Policy C26 – http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-187.pdf Guideline for Flexible working arrangements of 24 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer




CASE STUDY: Parental leave The Browns learned that their premature baby had respiratory and other problems that required regular visits to a physiotherapist and a neonatologist for approximately six months. Judy Brown, a solicitor in a small law firm had taken her maternity leave entitlements and was facing a heavy workload. Brett Brown was employed as a nurse in a full-time position by Queensland Health and had indicated that he intended to take on the role of the baby’s primary care giver. Brett recalled the parental leave option, including the spousal leave arrangements, under Flexible working arrangements, and discussed taking this break with his manager. An arrangement was made to take six months leave, exchanging part of the paternity leave with an equivalent period of paid long service leave to which Brett was entitled.

13.6 Work and Breastfeeding (including Lactation Breaks) Queensland Health encourages breastfeeding and supports employees who choose to continue breastfeeding following their return to paid work. Provision of workplace facilities

Queensland Health is to provide workplace facilities for employees who choose to express breast milk or breastfeed their babies if the baby is brought to the workplace or the child is in workplace based childcare.

Facility provisions vary for individual employee and workplace requirements, due to the diverse nature of both the workforce and the business of Queensland Health. Consideration is to be given to space and logistic restrictions.

Employees are to discuss suitable locations for breastfeeding or expressing breast milk with their manager.

The provision of workplace facilities is to include the following (when possible): • a private, hygienic and lockable space that is kept clean and private and is suitably signed • comfortable and appropriate seating • a table or bench to support breastfeeding equipment • a power point suitable for the operation of a breast pump • access to facilities for nappy changing, washing, and drying of hands and equipment • access to existing refrigerators (in appropriate locations) for storage of breast milk • facilities for storage of breast pump and other equipment (e.g. a cupboard or locker) • an appropriate container for rubbish disposal (including nappy disposal). A confidential booking sheet is to be available when there is more than one woman using the facilities. Employees have a responsibility to: • provide their own breast milk expressing and storing equipment (if not available in the workplace) • supply appropriate storage containers for expressed breast milk and to clearly label these

containers with their name and date before placing it in the refrigerator • discuss their specific needs and situation with their manager. Guideline for Flexible working arrangements of 24 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer



Employee responsibility for caregivers Employees have a responsibility to ensure: • caregivers entering the workplace do so on the understanding that restricted access applies • caregivers make certain that they, and the child/children in their care, avoid environments when

there is a risk of cross infection or injury • the caregiver or the employee constantly supervise children in the workplace - consistent failure to

comply with this requirement may result in re-negotiation of existing arrangements • children are delivered directly to the workplace facility designated for the purpose of lactation

breaks • caregivers and the child/children in their care vacate the workplace at the completion of each

lactation break.

Lactation breaks Lactation breaks are available for employees who choose to combine work and breastfeeding. The lactation breaks are specifically for: • expressing breast milk • feeding the baby (either on or away from the work site).

Lactation breaks can be accessed when other specified breaks are not suitable. Full-time employees combining work and breastfeeding may be granted up to a total of one hour as paid lactation breaks per working day. The one hour of paid lactation breaks includes travelling time for employees who take lactation breaks off the work site. Part-time employees may access lactation breaks on a pro rata basis. For example, an employee who works a six hour day has an entitlement up to a total of 45 minutes. Any excess time is to be taken as either accrued time off or leave without pay. When lactation breaks can be taken Paid lactation breaks are to be taken at times appropriate to the employee’s circumstances. The flexibility women need to breastfeed or express milk is to be considered in the timing of paid lactation breaks. For example, some breastfeeding employees may require two 30-minute paid lactation breaks, whereas a one hour lactation break may be required by other employees. Lactation breaks are not normally to be combined or taken in conjunction with morning and afternoon tea breaks or lunch breaks. Employees who take lactation breaks off the work site may seek agreement with their manager for the lactation breaks to be combined with meal breaks to incorporate travel time. Arranging lactation breaks with manager (agreement) Paid lactation breaks are to be discussed and agreed between individual employees and supervisors before the first lactation break is taken. The timing of lactation breaks is to take both the organisational and employee needs into account, with a focus on minimising disruption in the workplace. Client service/patient care issues require careful consideration by both parties. The work and breastfeeding agreement form is to be used (refer to Schedule Four). The purpose of the written agreement between the employer and manager is to: Guideline for Flexible working arrangements of 24 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer



• facilitate breastfeeding in the workplace. • clearly outline the work and breastfeeding arrangements agreed between the employee and their

manager (i.e. the frequency and duration of breaks). Agreement for lactation breaks is to be made on a monthly basis. Each agreement is to be stored in an appropriate location. Any change of circumstances resulting in a change to the agreement requires notification and discussion by both parties. The written agreement is to be revised to reflect any changed circumstances. Emergency situations or client/patient care When emergency situations or client service/patient care issues delay the taking of lactation breaks: • efforts are to be made to ensure that employees are able to take the lactation breaks as soon as it

is practicable to do so • the written agreement is to be discussed, and revised as appropriate, if an employee feels that their

health or milk supply may be compromised by regularly missing lactation breaks. For further details, please refer to the: • whole-of-Government Public Service Commission Breastfeeding and Work Policy –

http://www.psc.qld.gov.au/publications/assets/policies/breastfeeding-work-policy.pdf • Flexible Working Arrangements HR Policy C5 –http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-

pol-242.pdf

13.7 Carers Leave Carers leave applies to Queensland Health employees, excluding casuals, to care for a family member, by using sick leave, unpaid leave, recreation leave or time off in lieu of overtime. It provided for, employees to use any sick leave entitlement accrued after 1 July 1995 to care for a member of their immediate family or household who is ill. Managers may request a medical certificate or statutory declaration establishing that the family member is ill. The person in need of care must either be a member of the employee’s immediate family or household.

Benefits for Queensland Health Benefits for Employees • Retention of experienced and skilled

employees. • Ability to meet family commitments.

• Improved employee satisfaction and motivation.

• Retention of the benefits of ongoing employment.

• Reduced absenteeism. • Ability to combine work with family responsibilities e.g. elder care.


• There may be a loss of continuity in work activities.

• A replacement in the position must be fully briefed before the employee takes the family responsibility leave wherever possible.







For further details, please refer to Carers Leave HR Policy C9 – http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-109.pdf

CASE STUDY: Carers Leave

Carol’s 80 year old widowed mother is a pensioner who had been living independently and coping well with her daily routine tasks. Recently she tripped over her cat when descending the front steps of her house and sustained a fractured wrist and sprained ankle. The orthopaedic surgeon told Carol, a part-time permanent employee of Queensland Health, that her mother would recover, but needed interim care for several weeks. Carol’s manager accessed information on the Flexible working arrangements and together they determined that Carol’s paid sick leave entitlements would cover up to two months family responsibilities leave. The manager contracted a temporary employee and Carol was able to assist her mother until she recuperated. 13.8 Telecommuting Telecommuting is a flexible work practice that enables the employee to work from home, or away from the workplace, using telecommunications technology to replace the physical journey to the workplace. This arrangement is accessible to both permanent and temporary employees, and is a voluntary arrangement applied through the submission of an application, subject to criteria and authorised delegate approval – refer to Schedule Five: Telecommuting Application Process. Prior to any application being considered, employees should familiarise themselves with the telecommuting provisions in the Flexible Working Arrangement HR Policy C5 and discuss with their manager the suitability of implementing a telecommuting arrangement. The responsibilities of the role are to be such that the tasks can be conducted away from the workplace. Some examples where telecommuting would not be successful include roles that require significant face-to-face interaction, a high level of supervisory responsibility and regular access to resources located in the primary workplace. Telecommuting would be suitable for tasks that require work to be performed on an individual basis or with clearly defined areas of individual work such as policy analysis and development, project work, report writing, data analysis, case work and research.

Benefits for Queensland Health Benefits for Employees • Increased productivity due to limited

disruption. • Increased ability to balance family

commitments. • Higher levels of energy by employee due

to decreased travel time. • Minimal distraction and office noise.

• Increased morale, motivation and job satisfaction.

• Extension of employment through flexible working arrangements prior to retirement.

• Increased family time due to lack of travel requirements.


• Additional expenses of home office equipment not provided by organisation.

• Employees should consider finances, or undertake financial planning prior to considering this option.

• Reduction of face-to-face interaction and thus increase feelings of isolation

• Arrange employee meetings and other networking activities at times when the employee can attend






• Ensuring the occupational health and

safety requirements are met.

• A workplace health and safety assessment must be completed prior to formalising any telecommuting agreement.

• Limited access to physical resources For further details, please refer to Flexible Working Arrangements HR Policy C5 – http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-242.pdf CASE STUDY: Telecommuting John, a data analyst, is at retirement age and finds it very taxing to continue travelling to and from work each day as the journey each way takes 50 minutes. John drives himself to and from work along a busy highway. Recently, John had a near accident on his way home from work which was contributed to by his tiredness, and decided that he has had enough of so much travelling. The next day, John had a discussion with his manager (Tim) about his intention to retire. John advised that the weekly travelling was getting too much and was starting to affect his health. He also believed that he was not contributing as much as he could to his work due to his tiredness and believed that it would be best for all concerned if he retired. During the discussion John admitted that he did not really want to retire but felt that it was his only choice. Tim felt that John contributed significantly to the team, and advised John about alternative flexible working arrangements that would possibly suit his situation. John had not considered any of these options previously. John now works from home two days per week and has never felt better. He says that working from home has given him a new lease on life and is looking forward to many more years with the organisation. 14 Other Useful Links Queensland Health Human Resources • Awards and Agreements: http://www.health.qld.gov.au/eb/current_agree.asp • HR Policies: http://www.health.qld.gov.au/hrpolicies/ • HR Delegations: http://qheps.health.qld.gov.au/peopleandculture/hrdelegations/home.htm Occupational Health and Safety: http://qheps.health.qld.gov.au/safety/ Public Service Commission http://www.psc.qld.gov.au/publications/subject-specific-publications/retention-flexible-work-practice.aspx Queensland Government http://www.qld.gov.au/jobs/balance/arrangements/ QSuper http://www.qsuper.qld.gov.au/ Unions Access to union websites is available through the Allowed Internet Sites page on QHEPS: http://qheps.health.qld.gov.au/allowed-sites/





http://www.health.qld.gov.au/hrpolicies/

http://qheps.health.qld.gov.au/peopleandculture/hrdelegations/home.htm

http://qheps.health.qld.gov.au/safety/

http://www.psc.qld.gov.au/publications/subject-specific-publications/retention-flexible-work-practice.aspx

http://www.psc.qld.gov.au/publications/subject-specific-publications/retention-flexible-work-practice.aspx

http://www.qld.gov.au/jobs/balance/arrangements/

http://www.qsuper.qld.gov.au/

http://qheps.health.qld.gov.au/allowed-sites/

SCHEDULE ONE June 2014

May 2014

Guideline for Flexible working arrangements –

Schedule One – Proposal for Flexible working arrangements

Employee Name

Division

Work Unit

Age Gender Classification

Date of application

Nature of Request

[e.g. telecommuting, part-time work, etc]

Details of Request

[e.g. how many days part-time, how many days working from home; new start and finish times, etc]

Reason for Request

[Circumstances that gave rise to the application, e.g. the employee’s role as child’s caregiver, responsibilities for elder care, study plans, pre-retirement, etc]

Impact of Refusal

[A brief outline of the potential impact that a refusal of the application might have on the employee and the employee’s dependants]

Impact of Agreement on the Employer

Any additional costs the employer would incur:

The employer’s capacity to reorganise work arrangements:

The availability of appropriate replacement staff:

Any loss of efficiency in the conduct of the employer’s business:

The impact of the employee’s absence or temporary absence on the delivery of customer service:

If the request is refused, Provide detailed reasons:

If the request is approved, provide details of agreement as an attachment to this form

_________________________ _________________________ Employee’s Signature Manager’s Signature ___ / ___ / ___ ___ / ___ / ___

Guideline for Flexible working arrangements Page 1 of 1 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer


SCHEDULE TWO June 2014

May 2014


Schedule Two – Job Share Proposal

JOB SHARE PROPOSAL

This job share proposal should be completed by the staff member who wishes to apply for access to a job share arrangement. Once completed, this should be submitted to the relevant supervisor/ manager and form the basis for discussion between the parties when assessing the feasibility of the proposal. This form does not constitute a job share agreement. Employee Name: Payroll ID:

Position: Work Unit: Reasons for seeking the arrangement:

Proposed Hours of Work

Week 1 Commence Duty Finish Duty Total Paid Hours

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

Week 2

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

Total hours per fortnight: Proposed term of the arrangement:(tick whichever is applicable)

Temporary Permanent

If temporary, what is the proposed length of time for the arrangement:

JOB SHARE PROPOSAL



SCHEDULE TWO June 2014

May 2014

What is the anticipated impact on other positions within the work unit?

How will it be ensured that service delivery will not be adversely affected?

How will any difficulties be overcome?

Other comments / considerations:

Employee Signature:

Date: / /



SCHEDULE THREE June 2014

May 2014


Schedule Three – Example Job Share Agreement

The following “example job share agreement” provides suggested clauses that may be used when drafting a job share agreement. The clauses contained within this example may be varied or changed to suit the individual circumstances of the employee or requirements of the position, as negotiated between the parties (provided that the final agreement remains consistent with the relevant award, Enterprise Bargaining Agreements and Policies).

EXAMPLE JOB SHARE AGREEMENT

Between

<Insert Employee’s Name>

<Insert Position Title> <Insert Position Location>

(the “Employee”)

And

Queensland Health - <Department of Health/(name)Hospital and Health Service> (the “Employer”)

This job share agreement is made in accordance with the provisions of the <Insert the name of the relevant award>. This agreement will be effective from <Insert commencement date> to <Insert agreement end date> unless otherwise determined. The duties of the position will be in accordance with the attached job description. The following conditions will apply in regards to the job share arrangements which have been agreed to: <Insert all conditions which have been agreed to by the employer and the employee in accordance with Flexible Working Arrangements HR Policy C5 - e.g. total hours of work, days to be worked, agreement to cover other job share employee when on leave etc. Examples are provided below.> Total standard hours of work shall be <Insert number of hours> hours per week/fortnight. These hours are to be worked on the following basis (dot point details – for example): • Mondays, Wednesdays and Fridays from 9am to 5pm on a weekly basis

OR

• These hours are to be worked in accordance with the <Insert roster name for work area> roster. This roster includes <Insert details of the roster i.e. shifts required to be available for, on-call/recall arrangements etc.>



SCHEDULE THREE June 2014

May 2014

However, the time of working these hours/days may be varied with mutual consent between the manager and the employee, provided that the total fortnightly hours are met (inclusive of approved leave) and adequate notice is provided of the change in hours/days. Where two weeks notice has been provided, it is agreed that coverage shall be provided while the other job share employee is on approved recreation leave. The employee will revert to temporary full-time employment status during these periods where coverage is being provided. It is agreed that if the other job share employee resigns from their employment prior to the expiry of this job share agreement, the employee will revert to temporary full-time employment status until such time as an alternate job share partner can be found. It is agreed that upon the expiry of this job share agreement, the employee will revert to full-time employment status and undertake the full range of duties in the position. It is agreed that this job share arrangement shall be reviewed through consultation between the job share employees and the employer 6 months after implementation. This agreement shall not be subject to frequent variation. However, consideration shall be given to extenuating circumstances should they arise. All variations must be agreed to in writing by both parties. These conditions are agreed to by the following parties.

Recommended by Supervisor / Manager Date

Employee Signature Date

Delegate Signature Date Approved / Not Approved



SCHEDULE FOUR June 2014

May 2014


Schedule Four – Example Work and Breastfeeding Agreement

WORK AND BREASTFEEDING AGREEMENT

Between

____________________________ Name of Employee

____________________________

Position Title and Work Unit and

____________________________ Name of Line Manager/Supervisor

The purpose of this agreement is to facilitate breastfeeding in the workplace, and outline work and breastfeeding arrangements agreed between the above parties. The terms of this agreement are based on the provision outlined in the Public Service Commission Policy - Breastfeeding and Work. Agreed arrangements for lactation breaks are as follows: Commencement Date: __________________ Review Date: ____________________ 1. Location of employee for duration of lactation breaks: ________________________ a. For example: Parenting Room, Level 11, Queensland Health Building. b. Where breaks are taken away from the workplace: home address, address of childcare centre,

etc. 2. Frequency and Duration of Breaks: ________________________________________

The number of times women need to feed or express milk will be determined by the individual needs and the age of the baby. These times will need to be negotiated between the mother and her supervisor, this will enable the mother to either express breast milk, go to feed her baby or have the baby brought to her.

For example: a. 2 breaks of ½ an hour each (total of 1 hour required) b. 3 breaks of 20 minutes each (total of 1 hour required) 3. Times of Breaks: _______________________________________________________

The manager/supervisor has discussed and negotiated flexible work options with their employee and has taken into account both the employee’s and organisation’s needs.

For example (assuming frequency & duration examples above & that workday commences at 8 am): a. Initial break: 10.00 am, subsequent break: 4.00 pm (the employee has also used her lunch break

to express/feed) b. Initial break: 9.30 am, subsequent breaks at 12.30 pm and 3.30 pm. Guideline for Flexible working arrangements Page 1 of 2 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer


SCHEDULE FOUR June 2014

May 2014

Additional Comments: _________________________________________________________________________ _________________________________________________________________________ We have read and understand the arrangements detailed in this agreement inclusive of the Public Service Commission Policy - Breastfeeding and Work. We acknowledge that this agreement must be reviewed on a monthly basis ensuring consideration is given to the operational effectiveness of the agreement including impacts on the organisation, the work unit and the individual employee.

Employee Signature Date

Delegate Signature Date



SCHEDULE FIVE June 2014

Guideline for Flexible working arrangements – Schedule Five - Telecommuting Application Process

PART 1 Application process for individual employees Step 1 Employee to complete application to telecommute (home-based work) form Employees wanting to be considered for acceptance into a telecommuting arrangement with Queensland Health are to apply to their manager on the designated form. Relevant forms can be found on QHEPS under HR forms (http://www.health.qld.gov.au/hrpolicies/forms_index.asp#c).

The application to telecommute is to be submitted to the applicant’s manager, together with relevant additional and supporting information/documentation, including:

• documentation concerning objectives/projects to be completed as part of the telecommuting

arrangements • appropriate third party indemnity cover from applicant’s insurer • any additional and supporting information/documentation. Applicants are to complete the suitability checklist addressing work and individual employee requirements to ensure effective and equitable implementation of any telecommuting arrangements. Step 2 Manager assesses telecommuting (home-based work) application Each work situation is to be considered on its own merits in relation to its suitability for telecommuting. The manager is to assess whether the type of work to be performed by the employee is compatible to a telecommuting arrangement. Managers are to be guided in their decisions by operational effectiveness, workplace efficiency and workplace health and safety, giving consideration to the following:

• Does the type of work lend itself to telecommuting? • Is the potential telecommuter able to work well on their own and achieve set goals without face-to-

face monitoring? • How is this agreement to impact on the team and the required work outputs? • Is the telecommuting (home-based work) workplace (i.e. home office) environment a safe, secure

and distraction free place to work?

Applicants and their manager are to determine whether additional local requirements apply. If such requirements are identified, they are to be documented and used in conjunction with the application to telecommute (home-based work) form, and included in the formal telecommuting agreement, to be signed by both the individual and the appropriate delegate. Examples of local requirements might include hours of work or the necessity for the telecommuter to be available to travel to the primary workplace at short notice if required.

Employees who may be considered for telecommuting include those who:

• are self-motivated and can work independently without direct supervision • have a demonstrated record of satisfactory work performance in their current role • can prioritise work requirements, plan daily activities and meet deadlines • are trustworthy, reliable and responsible



http://www.health.qld.gov.au/hrpolicies/forms_index.asp%23c


• are capable of managing risk. Step 3 Workplace health and safety assessment checklist report

To ensure compliance with the Work Health and Safety Act 2011, a workplace health and safety assessment is to be completed prior to formalising any telecommuting agreement. This is only to relate to the area where work is to be performed. The workplace health and safety assessment may be undertaken by the workplace health and safety practitioner responsible to the work unit.

Telecommuters are to ensure equipment and furniture in the home office meets minimum workplace health and safety requirements relevant to the job being done. For example, if this is office work, the workstation used is to be ergonomically correct. If machinery is used, the controls are to be clearly marked and properly positioned.

If the proposed telecommuting workplace does not substantially pass the safety assessment, a telecommuting (home-based work) agreement is not to be entered into. The definition of substantially pass is at the discretion of the relevant manager, who may seek advice from workplace health and safety personnel when necessary.

When a proposed telecommuting workplace does not substantially pass a workplace health and safety assessment, the telecommuter bears responsibility for any improvements or adaptations required in order to comply. Queensland Health will not accept any responsibility for the maintenance and/or upgrade of the potential workplace. To ensure continued compliance with the Work Health and Safety Act 2011, assessments are also to be conducted on a periodic basis or when there is a change in circumstances (e.g. reported work injury, renovations/changes to the telecommuting workplace, etc). PART 2 When the manager supports a telecommuting application Step 4 Telecommuter and manager to develop and sign telecommuting (home-based work)

agreement Once an application to telecommute is supported by the manager, the next step is to complete a telecommuting agreement. The telecommuting agreement requires the development of all working arrangements which are to apply for the life of the agreement. Additional local requirements which are negotiated separately are to be included in this agreement.

Prior to implementation, the agreement is to be submitted to the appropriate delegate for consideration and final approval/non-approval.

Conditions of employment: • Relevant conditions of employment are to continue to be maintained in accordance with the

provisions of applicable legislation, awards, industrial agreements and certified agreements. • Telecommuting does not alter an employee’s award conditions or entitlements. Authorised

telecommuters are to be subject to the same work responsibilities, policies, employment terms and conditions, and legislative requirements that are applicable in the primary workplace.

• An employee’s spread of hours may be varied by mutual agreement between the telecommuter and their manager, however hours are not to exceed prescribed award hours. All employees engaged in telecommuting are to maintain a timesheet to record their hours of work, which is to be submitted on a regular basis.




Expenses: • Consumables are to be documented as part of the telecommuting agreement and, whenever

possible, provided from within the relevant work unit’s existing resources and stocks. • The telecommuter is to be responsible for utility expenses incurred at the home-based office.

These include expenses associated with heating, electricity and water. • A telecommunications record is to be maintained for each home-based telecommuting day (refer

telecommuting (home-based work) telecommunications record form). The telecommunications record accounts for all connections made to the Queensland Health network via the approved remote access service, as well as all telephone calls made, and support any claims for reimbursement of communication expenses.

• A record is to be kept of all communication costs for which reimbursement is sought. • Approved communication expenses associated with work performed for Queensland Health are to

be met by the telecommuter’s work unit (e.g. call costs which have been documented in the required telecommunications record format).

Equity: • No member of a work team/unit, whether or not covered by a telecommuting agreement, is to be

discriminated against in any way as a result of a telecommuting arrangement. This includes access to entitlements, training and career development and work group information.

• When appropriate, a clause providing for temporary suspension of the telecommuting agreement may be incorporated for reasons such as higher duties relief and development opportunities.

Asset loan approval: • When Queensland Health accepts responsibility for the provision and maintenance of appropriate

computer equipment to telecommuters for official use, this is to be undertaken in accordance with relevant corporate policies.

• A telecommuting (home-based work) asset loan approval form is to be completed and attached to the telecommuting (home-based work) agreement when relevant.

• Equipment such as fixed lights, electrical sockets etc. are the responsibility of the home owner/telecommuter.

Step 5 Manager to inform work team/unit of any telecommuting (home-based work) arrangements Managers are to ensure all employees within work teams involved in telecommuting are adequately prepared to deal with issues relating to telecommuting and their potential to adversely impact upon the work unit. For example, disrupted links with colleagues, concerns of staff remaining in the traditional workplace, reorganisation of communication, redesign of work practices, accommodating client expectations and cultural and mindset changes. For telecommuting to succeed, both managers and employees are to have a sound working knowledge of the basic principles for telecommuting. Managers are to ensure all employees in the work unit understand the agreed telecommuting process, roles, functions and responsibilities. Step 6 Telecommuter and manager to develop agreed performance goals and outcomes

Managers and telecommuters are to agree on clear performance goals for each project/work period and record them in the telecommuting (home-based work) work management strategy form. These are to be supported by both qualitative and quantitative indicators which can be evaluated against an agreed set of outcomes, including: • specific targets, objectives and work plans Guideline for Flexible working arrangements Page 3 of 5 Please note that any material printed is regarded as an uncontrolled copy. It is the responsibility of the person printing the document to refer



• performance criteria to measure work outputs • project management principles and schedules • communication strategies • regular progress reports.

Step 7 Manager to develop and implement agreed communication strategies

Communication strategies and arrangements are to be developed, agreed and implemented for communication between relevant managers, work teams and telecommuters. Communication strategies are to be recorded in the communication strategy form.

Employees in a telecommuting agreement may experience isolation from the primary workplace environment, and as a result reduced communication with managers and the work unit/team. In order to ensure the telecommuter remains an integral part of the work unit, managers are to ensure the following strategies are considered when completing the communication strategy form as an attachment to a telecommuting agreement: • agreed methods of communication (facsimile, telephone, email etc). • planned timing and frequency of communication. • shared organisational communication (access to gazettes, circulars, corporate emails etc). • agreed and programmed timing of unit/team meetings including the physical presence of the

telecommuter. • social interaction with the team. The telecommuter is not to be intentionally excluded from normal

workplace functions or meetings.

Step 8 Security and insurance issues

Security of equipment, assets, information, confidentiality and copyright is to be in accordance with organisational policy and documented in the telecommuting agreement.

• Individual employees who gain access to Queensland Health equipment for the purposes of

telecommuting are required to provide an adequate level of security for the equipment. • An employee is to convince the manager that sufficient security exists within the telecommuting

workplace (i.e. home office) to protect and secure equipment and information from unauthorised use and access. Security precautions can include, but are not limited to, appropriate security on windows and external doors, and instructions to family members on access to the computer or workstation.

• Employees are to abide by the requirements of the current Code of Conduct for the Queensland Public Service.

• The nature and confidentiality of documentation available for work away from the primary workplace is to be detailed as part of the agreement. This may also form part of the selection process( i.e. does the inability to access certain information (physical files) make it difficult to achieve the prescribed work goals?)

Queensland Health is not to accept responsibility for any damage to a telecommuter’s personal property that has been caused by the use of Queensland Health equipment or assets or otherwise.

Step 9 Telecommuter to seek independent advice in relation to taxation

Under certain circumstances, use of part of a home for business purposes may entitle employees to claim certain rebates/deductions on expenses relevant to telecommuting. Queensland Health accepts no responsibility in this regard.




Telecommuters are responsible for seeking independent advice relevant to their personal and individual circumstances.

Step 10 Delegate approval

Telecommuting agreements are to be submitted for consideration to the appropriate delegate as listed in the relevant HR Delegations Manual.

Step 11 Retention of documentation

When a telecommuting agreement is approved, a copy is to be forwarded to the relevant HR/People and Culture unit for appropriate retention.



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