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Guide to developing BALANCED
WORKING TIME
ARRANGEMENTS
Guide to developing
balanced working time arrangements
International Labour Oce Geneva
Copyright © International Labour Organization 2019
First published 2019
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Guide to developing balanced working time arrangements
International Labour Ofice - Geneva, ILO, 2019
ISBN 978-92-2-133239-8 (print)
ISBN 978-92-2-133240-4 (web pdf)
ISBN 978-92-2-133241-1 (epub)
ISBN 978-92-2-133242-8 (mobi)
The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of ma-
terial therein do not imply the expression of any opinion whatsoever on the part of the International Labour Oce concerning the
legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers.
The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and
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Information on ILO publications and digital products can be found at: www.ilo.org/publns. This publication was produced by the Document and Publications Production, Printing and Distribution Branch (PRODOC) of the ILO. Graphic and typographic design, layout and composition, printing, electronic publishing and distribution. PRODOC endeavours to use paper sourced from forests managed in an environmentally sustainable and socially responsible manner.
Code: CMD-JMB-REP
iii
Acknowlegments
v
Table of contents
1. Introduction............................................................... 1
2. Guiding principles for developing balanced" WTAs:
The ve dimensions of decent working time ................................ 3 2.1 Healthy working time....................................................... 4 2.2 Productive working time.................................................... 5 2.3 Family-friendly working time ............................................... 5 2.4 Gender equality through working time ...................................... 6 2.5 Choice and inluence regarding working time................................ 7
3. How to structure dififerent types of WTAs ................................... 11
3.1 Overtime work ............................................................. 11 3.2 Shit work, including night work and weekend work.......................... 13 3.3 Part-time work arrangements, including job sharing ......................... 16 3.4 Staggered hours............................................................ 19 3.5 Compressed working weeks................................................. 21 3.6 Hours averaging schemes, including annualized hours ....................... 23 3.7
Flexi-time arrangements and time-saving accounts
(time banking")............................................................ 25 3.8 Work sharing............................................................... 27
4. How to design and implement WTAs collaboratively ........................ 31
Step 1: Identify................................................................... 32 Step 2: Design ................................................................... 35 Step 3: Plan...................................................................... 38 Step 4: Implement ............................................................... 41 5. Conclusion ................................................................ 43 Notes ........................................................................ . 45 Appendix: Glossary of key terms and concepts .................................. 47
Guide to developing balanced WTAs
vi
Figures
Figure 1. The ve dimensions of decent working time ................................. 3 Figure 2. The DOs and DON'Ts for a balanced shit work system ....................... 14 Figure 3. Key policy areas for promoting quality part-time work ....................... 17 Figure 4. Examples of compressed working week ..................................... 21 Figure 5. The process" of realizing new WTAs......................................... 31 Figure 6. Key questions for designing new WTAs...................................... 36 1
Introduction
The International Labour Organization (ILO) has developed a concept of decent work" that involves promoting opportunities for women and men to obtain decent and productive work, in conditions of freedom, equity, security and human dignity, in order to decrease the diferences which exist between people's aspirations regarding their work and current work situations. An important step in the ILO's quest for decent work is the enhancement of working time. Working time was the subject of the very rst international labour standard, the Hours of Work (Industry) Convention, 1919 (No. 1), and continues to be central to the work of the ILO. Over the years, the ILO has adopted international standards on a variety of working time-re- lated subjects, including standards on working time limits, daily and weekly rest periods, paid annual leave, protections for night workers, and the principle of equal treatment for part-time workers. The regulation of working time is one of the oldest concerns of labour legislation . Already in the 19th century it was recognized that working excessive hours posed a danger to workers" health and to their families. New economic trends during recent decades have resulted in working hours that are in- creasingly diverse, decentralized and individualized. They have also led to greater tensions between workers" needs and preferences and enterprises" business requirements. These developments include an increased use of results-based employment relationships, the division of working time into smaller segments, and the expansion of operating and shop opening hours towards a 24-7" economy. Working time is also a key issue in global sup- ply chains. Competitive pressures and purchasing practices oten lead to excessive working hours with extensive overtime. 1 The very Srst ILO Convention, adopted in 1919, limited hours of work and provided for ade- quate rest periods for workers. Today, ILO standards on working time provide the framework for regulated hours of work, daily and weekly rest periods, and annual holidays. These new realities have raised concerns regarding time-related social inequalities, particu- larly in relation to gender, workers" ability to balance their paid work with their personal lives 1
Guide to developing balanced WTAs
2 and family responsibilities, and the relationship between working hours, rest periods, and social times. In order to improve working conditions around the globe, working time issues need to be tackled on multiple levels in order to close the gaps" between workers" actual and preferred hours of work, as well as to advance the sustainability of enterprises. These situa- tions include workers who: work excessively" long hours on a regular basis, work part-time and would prefer to work more hours to raise their earnings, or workers more concerned with the arrangement of working hours than the number of hours worked (those working at night, on weekends, and on irregular, unpredictable, or rotating work schedules). Balanced working time arrangements (WTAs) can benet rms in many ways including: increased productivity; reduced rates of absenteeism and staBf turnover; improved employee attitudes and morale; and more sustainable enterprises. This Guide is designed to provide workers, employers, and governments with practical infor- mation that can be used to develop balanced" WTAs that are mutually benecial for work- ers and enterprises. It aims to explain the concept of WTAs, its most commonly used forms, and includes a practical step-by-step guidance on when and how they can be implemented.
How to use this Guide
The Guide to developing balanced working time arrangements is intended to serve as a tool for any enterprise, in particular, medium to large-sized enterprises to use when considering a new, or a change to, existing WTAs. Section 2 of this Guide outlines guiding principles for developing balanced WTAs and ex- amines ve key dimensions needed to incorporate decent working time within an enter- prise. Section 3 provides a practical approach for implementing decent working time and reviews modern WTAs. Finally, section 4 of the Guide ofers concrete, practical suggestions on how to structure and implement various types of WTAs (work schedules) in line with the principles of decent working time". It is important to note that the variety of work schedules that exist can be benecial to both workers and employers. The right WTA for an enterprise and its workers will depend on each enterprise's circumstances and can vary greatly among rms. A comprehensive re- view of the enterprise's and worker's needs is of utmost importance when introducing a new one or changing an existing WTA. 3
Guiding principles for developing
balanced" WTAs: The ve dimensions
of decent working time Based upon both international labour standards related to working time (e.g., hours of work, weekly rest, paid annual leave, night work, part-time work, workers with family re- sponsibilities) and recent research ndings on working time and its efects, the ILO has identied ve signicant dimensions of decent work in the area of working time, or decent working time".
The ve dimensions focus on:
promoting health and safety; advancing the productivity and sustainability of enterprises; being family-friendly" and improving work-life balance; promoting gender equality; and ofering workers a degree of choice and inluence over their hours of work. 2
Figure 1:
The ve dimensions of decent working time
Guide to developing balanced WTAs
4 These ve dimensions of "decent working time" provide a basis for developing WTAs (also referred to as work schedules) that can balance workers" needs with the enterprise's re- quirements. 2.1
Healthy working time
Regular long working hours and non-standard working hours such as night work are oten neither preferred by workers nor healthy for them and pose risks to workplace safety. 2 The efects of long and/or non-standard working hours are not limited to individual workers, but also afect their families and society at large. 3
Regular long working hours also cost en-
terprises a substantial amount of money - for example, due to higher rates of accidents in the workplace. 4 The protection of workers" health through limitations on working hours underlies the Hours of Work (Industry) Convention, 1919 (No. 1), and the Hours of Work (Commerce and Oc- es) Convention, 1930 (No. 30), both of which stress the limits to normal hours (with certain exceptions). The main principle underlying this dimension of decent working time" is that unhealthy working hours should not be a means of improving an enterprise's protability. This is also a principle that underlies the European Union's (EU's) Directive on Working Time. An increasing body of evidence highlights the adverse efects of regular long working hours on human health and workplace safety. The research indicates that regular long working hours produce both short-term and long-term negative efects. Acute reactions involve physiological responses such as increased levels of stress, fatigue and sleeping disorders, as well as unhealthy lifestyle habits such as smoking, alcohol abuse, irregular diet, and lack of exercise. Long-term efects include an increased incidence of cardiovascular dis- ease, gastrointestinal and reproductive disorders, musculoskeletal disorders, chronic infec- tions, and mental illnesses. 5,6,7 In addition to these health implications, it is clear that work schedules which regularly involve extended hours decrease workplace safety, as the risk of Benets of healthy WTAs for workers and enterprises
Reduced stress levels
Better sleep and lifestyle habits
Decrease risk of cardiovascular disease, gastrointestinal and reproductive disorders, musculoskeletal disorders, chronic infections and mental illness
Fewer workplace accidents and injuries
Increased productivity
Higher job satisfaction and motivation
Lower rates of absenteeism and staBf turnover
2. Guiding principles for developing balanced" WTAs
5 occupational accidents and injuries rises with increasing length of the work schedule - a situation which is costly to enterprises and can be easily avoided. 8 Regular long working hours (i.e. regularly working more than 48 hours per week) adversely afect the health of the workforce, the safety of the workplace and the productivity of indi- vidual workers, as well as the performance of the enterprise as a whole. 9
Workers working
excessively long hours on a regular basis have shown reduced hourly productivity due to greater fatigue, and those with long hours and/or heavy workloads report decreasing job satisfaction and motivation and higher rates of absenteeism and staf turnover. These fac- tors eventually result in additional recruitment and training costs for employers. Working time should be structured in ways that promote health and safety. Policies needed include: limits on daily and weekly hours of work in line with ILO Convention Nos1 and 30; minimum rest periods in line with ILO Weekly Rest Convention Nos 14 and 106; protections for night workers in line with ILO Night Work Conventions (most recently No. 171); and also adequate wages, especially a wage that is sucient to meet basic living expenses. 2.2
Productive working time
"Decent working time" is also productive working time. As more and more enterprises are recognizing that promoting a healthy work-life balance for their employees isn't just the right thing" to do, it can also serve as an efective strategy for improving individual and organizational performance. There is longstanding evidence that links reductions in long working hours to increased productivity (output per hour worked). Such productivity gains result not only from physiological factors such as reduced fatigue but also from an improve- ment in employee attitudes and morale. 10 Improving WTAs can have productivity-enhancing efects, which are similar to the efects of eciency wages (wages that are higher than the market equilibrium). With such chang- es, workers have more time for rest and recovery from work; thus, their physical and mental health improves and they are more alert during working hours, thereby improving their productivity and overall performance. There is substantial empirical evidence that reduc- tions in excessively" long hours of work - typically linked with changes in work organiza- tion, methods of production and similar factors - have resulted in productivity gains over the years. 11 As long hours of work are linked to absenteeism, reducing long hours can also provide rms with the benet of reduced absenteeism. 12,13 2.3
Family-friendly working time
The third dimension of "decent working time" is providing workers with the time and lex- ibility they need for their personal lives, including taking care of family responsibilities, in line with the principle established in the ILO's Workers with Family Responsibilities
Guide to developing balanced WTAs
6 Convention, 1981 (No. 156). In particular, working time measures need to be designed to fa- cilitate work-life balance, in order to enable all workers - both women and men - to have sucient time for their personal lives on a daily basis. By allowing individuals to lexibly adjust their work schedules to meet personal obligations, family-friendly" working time will benet workers and their families, as well as the society as a whole. The number of hours a person works is one of the most important factors in determining whether their employment is compatible with their family responsibilities and personal lives. For example, recent research has concluded that two key working conditions that re- duce the work-life compatibility of jobs are long weekly hours and non-standard" work- ing hours in the evenings, at nights and on weekends. 14
Both inlexible" working hours and
limited childcare tend to reinforce the traditional male breadwinner-female homemaker" division of labour within households and create diculties in combining paid work and domestic duties. Furthermore, non-standard working hours in the evenings, at nights and on weekends, as well as unpredictable variations in working hours, increase the likelihood that women and men will report work-family conlicts. 15
It is important for WTAs to allow
for some adjustment of working hours according to workers" individual needs, without neg- atively impacting rm performance - and perhaps even improving it. 2.4
Gender equality through working time
The fourth dimension of "decent working time" involves using working time as a tool for promoting gender equality. Equal opportunity and treatment between women and men in the world of work is a principle established in several international labour standards, most notably the Discrimination (Employment and Occupation) Convention, 1958 (No. 111), and the Equal Remuneration Convention, 1951 (No. 100). Both ILO conventions set the elimi- nation of discrimination in employment and occupation, including on the basis of sex, as a fundamental principle - one that remains at the core of the ILO's Decent Work Agenda today. The overall objective of advancing gender equality needs to be applied in the area of working time and integrated into the full range of working time policies and practices, in order to ensure that policies and practices designed to advance other objectives do not inadvertently have a negative impact on gender equality. Despite the growing presence of women in the workforce, gender segregation in the labour market as well as a gendered division of labour in society is a persistent feature of nearly all countries.
16, 17
In industrialized as well as in developing countries women still do most of the domestic and care work, while few men signicantly reduce their paid working hours to take on these responsibilities. 18 This situation oten presses women into WTAs/work sched- ules, such as part-time work or even weekend and evening schedules, which t with their domestic commitments. Particular working time factors, such as long hours or unpredictable schedules, are likely to further fuel gender segregation in employment by creating barriers to labour market entry
2. Guiding principles for developing balanced" WTAs
7 and career advancement for those with care responsibilities. 19
To promote gender equali-
ty, working time policies must therefore do their part to enable women to be on an equal footing with men in employment (e.g., position levels, career advancement, etc.), and allow both partners to combine paid work, family responsibilities, and lifelong learning. 20 2.5
Choice and inluence regarding working time
The th and nal dimension of "decent working time" is to ofifer workers' a degree of choicequotesdbs_dbs17.pdfusesText_23
Alternative Work Schedule - Option Examples