/PRNewswire-USNewswire/ -- The U.S. Department of Labor today issued policy guidance to states and outlying areas for the implementation of American Recovery and Reinvestment Act of 2009 (ARRA) investments in core employment and training programs. This critical investment of $3,514,500,000 in the nation's workforce system and network of One-Stop Career Centers is intended to help unemployed Americans upgrade their skills and get back to work.
"One-Stop Career Centers have a wide array of services and resources to help workers and youth who are unemployed or underemployed," said Secretary of Labor Hilda L. Solis. "Through the One-Stops, the workforce system will play a vital role in America's economic recovery by assisting workers who are facing unprecedented challenges to retool their skills and re-establish themselves in viable career paths."
The training and employment guidance letter distributed today provides policy and direction regarding activities authorized under the Workforce Investment Act of 1998 and the Wagner Peyser Act, as funded through ARRA. The letter also provides specific instructions to states on how they can use funding under the Recovery Act to serve adults, dislocated workers and youth, and provide labor exchange services to all who need them. The workforce investment system will use Recovery Act funds to increase service levels, address immediate employment needs and spur future economic growth to advance shared prosperity for all Americans.
More information on the Department of Labor's implementation of ARRA may be found at www.doleta.gov and www.dol.gov/Recovery. Questions regarding Recovery Act funding can be e-mailed to eta.economicrecovery@dol.gov.
To find a local One-Stop Career Center or to access online resources to support job searches, career information and information on education and training resources, visit http://www.careeronestop.org/ or call the Department's toll-free helpline at 877-348-0502 or TTY 877-348-0501.
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Showing posts with label guidelines. Show all posts
Showing posts with label guidelines. Show all posts
Wednesday, March 18, 2009
Wednesday, November 12, 2008
Can Telecommuting and a Four-Day Workweek Build a Better Workforce?
(BUSINESS WIRE)--With the uncertainty of the economic climate, many companies are considering several options to help employees lower their costs and help their paycheck stretch further. Gevity (NASDAQ: GVHR), a leading professional employer organization (PEO) that provides HR services to businesses nationwide, today released guidelines and tips for companies considering alternative workforce arrangements including telecommuting and flexible schedules such as a four-day workweek.
“Some U.S. businesses are turning to telecommuting and a four-day workweek for two key reasons: to save costs and keep their best employees,” said Meredith Johnson, Gevity’s Chief People Officer. “With a shorter workweek, employees immediately save 20% of their commute costs so it’s a great way to help them retain more of their take-home pay when budgets are tight. Effectively, it’s a pay raise at no cost to the employer. Businesses also may actually realize productivity gains and increased employee satisfaction due to fewer distractions, lower stress, and more control over time.”
The Planning Process
“Employers that are ready to consider alternative work arrangements should make sure to complete their due diligence,” said Johnson. “First, evaluate which job functions are appropriate for telecommuting or a four-day workweek. Jobs that are high on daily customer contact or require access to in-office reference materials won’t travel well, but those that are heavy on computer work, require great concentration, and have clear objectives can be ideal.”
“Also consider which employees are viable candidates for flexible schedules,” Johnson said. “Those who demonstrate good performance and self-accountability will generally do best. The new demands on supervisors also should be considered. They may need training in ‘management by results’ in addition to the traditional ‘management by observation.’”
Other guidelines to consider include:
1. Make a list, check it twice. Create a checklist to analyze each job function for telecommuting compatibility. Look specifically at the type of work performed, the employees’ personalities, and the performance measurements you’ll put in place to optimize the initiative’s success.
2. Location, location, location. Think about where the program will be implemented: who will be off-site and when, who will not, and what the company will look like. Most employees will want to telecommute or participate in a four-day workweek, but many won’t be able to. Be prepared to deal with this fairly and sensibly.
3. Think technical. Consider the related IT costs of telecommuting. Ensure that your organization is equipped for virtual work arrangements, including appropriate software, computers, connectivity, security and technical support. Virtual work arrangements can increase demands on IT staff if they are not well implemented.
4. Spell it out. Use a formal telecommuting agreement that clearly articulates the terms of the arrangement. It should cover company expectations, who is responsible for equipment and appropriate workspaces, schedules, etc. Most importantly, it should establish telecommuting as an accommodation, not an entitlement, that can be modified at-will by the employer, should company requirements change.
5. Start small. Consider launching with a pilot program. This will help work out the kinks in a relatively controlled environment.
6. Some face time is good. Some time in the office will almost certainly be required for telecommuters. This can help address the decreased teamwork and sense of belonging that may occur in those who are not in the office on a regular basis.
Like any major change, telecommuting and other flexible work arrangements will take some getting used to. Once the system is fully operational, however, the move should pay ongoing dividends for the company, the workers and the environment.
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“Some U.S. businesses are turning to telecommuting and a four-day workweek for two key reasons: to save costs and keep their best employees,” said Meredith Johnson, Gevity’s Chief People Officer. “With a shorter workweek, employees immediately save 20% of their commute costs so it’s a great way to help them retain more of their take-home pay when budgets are tight. Effectively, it’s a pay raise at no cost to the employer. Businesses also may actually realize productivity gains and increased employee satisfaction due to fewer distractions, lower stress, and more control over time.”
The Planning Process
“Employers that are ready to consider alternative work arrangements should make sure to complete their due diligence,” said Johnson. “First, evaluate which job functions are appropriate for telecommuting or a four-day workweek. Jobs that are high on daily customer contact or require access to in-office reference materials won’t travel well, but those that are heavy on computer work, require great concentration, and have clear objectives can be ideal.”
“Also consider which employees are viable candidates for flexible schedules,” Johnson said. “Those who demonstrate good performance and self-accountability will generally do best. The new demands on supervisors also should be considered. They may need training in ‘management by results’ in addition to the traditional ‘management by observation.’”
Other guidelines to consider include:
1. Make a list, check it twice. Create a checklist to analyze each job function for telecommuting compatibility. Look specifically at the type of work performed, the employees’ personalities, and the performance measurements you’ll put in place to optimize the initiative’s success.
2. Location, location, location. Think about where the program will be implemented: who will be off-site and when, who will not, and what the company will look like. Most employees will want to telecommute or participate in a four-day workweek, but many won’t be able to. Be prepared to deal with this fairly and sensibly.
3. Think technical. Consider the related IT costs of telecommuting. Ensure that your organization is equipped for virtual work arrangements, including appropriate software, computers, connectivity, security and technical support. Virtual work arrangements can increase demands on IT staff if they are not well implemented.
4. Spell it out. Use a formal telecommuting agreement that clearly articulates the terms of the arrangement. It should cover company expectations, who is responsible for equipment and appropriate workspaces, schedules, etc. Most importantly, it should establish telecommuting as an accommodation, not an entitlement, that can be modified at-will by the employer, should company requirements change.
5. Start small. Consider launching with a pilot program. This will help work out the kinks in a relatively controlled environment.
6. Some face time is good. Some time in the office will almost certainly be required for telecommuters. This can help address the decreased teamwork and sense of belonging that may occur in those who are not in the office on a regular basis.
Like any major change, telecommuting and other flexible work arrangements will take some getting used to. Once the system is fully operational, however, the move should pay ongoing dividends for the company, the workers and the environment.
-----
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