Flexible Work. The parties support the Public Service Commission/Xx Xxxx Xxxxxxx’x “flexible by default” principles: • IF NOT, WHY NOT - All roles are treated as flexible unless there is a genuine business reason for a role not to be. Flexibility is equally available to women, men, and gender- diverse employees, irrespective of the reason for wanting it. Working flexibly will not undermine career progression or pay. • WORKS FOR THE ROLE - Every role should be suitable for some form of flexibility but not every type of flexibility will work for every role. Genuine business reasons may mean that some types of flexibility cannot be implemented for some roles. • WORKS FOR AGENCIES AND TEAMS - Flexible working should not be viewed as something which is just agreed between an employee and manager. This means that the impact of flexible arrangements should be considered on teams, and the agency as a whole. • REQUIRES GIVE AND TAKE - Flexibility requires give and take between the employee, manager, and team. It also places collective obligations on employees, managers, and teams to be open and adaptable so that it works for everyone. • MUTUALLY BENEFICIAL - Flexible working needs to work for the agency, teams, and employees. Consideration should be given to how flexible work arrangements can maintain or enhance service delivery and the performance of the agencies, teams, and employees. It should not result in increased workloads for employees working flexibly, or for other team members who are not. • ACTIVELY CHAMPIONED BY LEADERS - Leader’s support, champion and role model flexible working for their teams and themselves.
Flexible Work. 31 The parties recognise the importance of flexible work arrangements and family friendly work practices in maintaining a diverse, adaptive and high performing workforce. The success of flexible work arrangements requires 'give and take' and a shared responsibility between the Employer and employee to make the arrangements work.
Flexible Work. If an employee in a position from scale J chooses to do ‘the work that is part of the job’ at a different time than on a working day, this is considered flexible working. The choice then lies with the employee. Work done outside regular hours, for example, to meet a deadline or to work on an acquisition, which cannot really be considered as necessary for completing the regular work of the day, is in fact extra work. A distinction must be made between these two categories. Extra work is preferably compen- sated in time and/or money. Overtime should be kept within reasonable bounds. Occasional- ly working overtime is a world apart from making it a habit and considering it ‘normal’.
Flexible Work. General Principles and Requirements 21 20. Flexible Lifestyle (Purchased) Leave 22 PART 3 – EMPLOYMENT RELATIONSHIP AND RELATED MATTERS 25 21. Recognition of Prior Employment 25 22. Types of Employment 25 23. Full-time Employment 25 24. Part-time Employment 25 25. Casual Employment 26 26. Apprentices 27 27. Graduates 28 28. Trainees 28 29. Use of Contractors for Core Work 28 30. Probation 32 31. Termination, Resignation or Abandonment of Employment 32 32. Training and Development 33 33. Timesheet Recording 34 34. Resourcing 34 35. Work Organisation 35 36. Remote Localities 35 37. Laundry Facilities 36 38. Union Related Matters 36 PART 4 – RATES OF PAY AND RELATED MATTERS 39 39. Rates of Pay 39 40. Adjustments in Salaries and Allowances 39 41. Payment of Salaries and Allowances 40 42. System Control Operator Salary Arrangements 40 43. Technical Coordinator Salary Arrangements 42 44. Corporate Safety Initiative 43 45. Pay Progression 44 46. Performance Achievement 44 47. Pay Point on Promotion 47 48. Superannuation 48 49. Salary Sacrifice for Employer Superannuation 49 50. Salary Sacrifice Packaging 49 PART 5 – ALLOWANCES AND SPECIAL RATES 51 51. Industry Specific Skills Allowance 51 52. Dual Trade Market Allowance 51 53. Availability Allowance 52 54. Consolidated Disability Allowance 52 55. Extra Duty Allowance 53 56. Higher Duties Allowance 54 57. Professional Development Allowance 55 58. Pre-eminent Professional Allowance 56 59. HV Field Operator Allowance 56 60. Relocation Allowance 56 61. Relocation Expenses – Employment or Transfer 57 62. Team Leader Allowance 58 63. Travelling Allowance 58 64. Hardship Accommodation Allowance 59 65. Tool Allowance 59 66. Damaged Clothes and Tools 59 67. Motor Vehicle Allowance 59 68. First Aid Allowance 59 69. Northern Territory Allowance 60 PART 6 – HOURS OF WORK, SHIFTWORK, MEALS BREAKS AND OVERTIME 61 70. Hours of Work (Non-shiftworkers) 61 71. Rostered Days Off 62 72. Flexible Working Hours (Flextime) 62 73. Work at Public Forums 63 74. Overtime 64 75. Call Out Arrangements 66 76. Relief for Regional Centres 68 77. Meal Breaks and Overtime Meal Allowances 69 78. Recreation Leave Airfares 69 79. Shiftwork 70 PART 7 – TYPE OF LEAVE AND PUBLIC HOLIDAYS 72 80. Public Holidays 72 81. Compassionate Leave 72 82. Long Service Leave 73 83. Parental Leave 73 84. Xxxxxx and Kinship Carers leave 92 85. Recreation Leave 93 86. Christmas Closedown 97 87. Recreation Leave Loading 97 88. Personal Leave 98 89. Infectious Diseases ...
Flexible Work. 21.1 The University is committed to supporting flexible work arrangements for staff members who have carer responsibilities and for staff members who require flexible work opportunities for a variety of other reasons, including further study and career development in accordance with the Flexible Work Policy and Procedures.
Flexible Work. The parties support the Public Service Commission/Xx Xxxx Mataaho’s “flexible by default” principles:
Flexible Work. Simultaneous picking and stocking of parts may be performed across all shifts, as business needs dictate, in order to support reliable throughput and delivery of parts.
Flexible Work. The University, where it is reasonable and practicable, will attempt to accommodate the Staff Member’s request subject to operational requirements.
Flexible Work. 4.7.1 Staff Members with carer responsibilities may make a request to move to a flexible work arrangement for up to three years (or longer by agreement between the Staff Member and their Supervisor).
Flexible Work. The Parties are committed to providing a range of flexible working arrangements to give Employees a meaningful level of control over when, where and how work is accomplished. These reflect a genuine commitment to support both individual flexibility and business performance needs, while recognising that not all forms of flexibility will be suitable for all roles at any time. Several provisions in this Agreement are available to facilitate an individual’s need for flexibility, consistent with business requirements and legislative obligations. Clause Title Summary of entitlement (see clause for full entitlement and any conditions)
