Whether formally written into company policy or an agreement between the employee and employer, common arrangements include: Show
Flex timeFlex time is an arrangement where employees work a full day but they can vary their working hours. These arrangements may include specific guidelines so that a "core" working day exists. Flex time is usually arranged in advance with the employee and employer or supervisor and a set range of start and finish times are established. The total hours of work are not usually affected by this arrangement. For example, the employee may choose to start between 7:30 and 9:30 AM, and finish between 3:30 and 5:30 PM. This arrangement establishes that core hours are between 9:30 AM and 3:30 PM when all employees will be at work. Lunch periods are usually required by law and for a set length (30 minutes or more). Employees may wish to maintain their start/finish times so that a routine is established and co-workers can become accustomed to each others' schedules. Reduced hours/Part-timeEmployees may choose to work fewer than the standard 37.5 or 40 hours work week. These arrangements may be on a temporary or permanent basis depending on individual circumstances. It may also be considered in some cases for employees with health problems or disabilities. Work hours may be negotiated, or they may be chosen to coincide with peak workload hours depending on the type of business. However, employee benefits and qualification for government programs (such as employment insurance or pension plans) may be affected, and should be examined thoroughly before starting a reduced hour or part-time arrangement. Compressed work weekCompressed work week occurs when an employee works for longer periods of time per day or shift in exchange for a day off. Employees may start earlier or finish later than the normal work day. Compressed work weeks are often initiated by the employee, but sometimes the employer may initiate the option to improve operational efficiency, to maximize production (lower daily start up costs) or to establish longer business hours which can enhance customer service. Common arrangements for a 40 hours work week are working 10 hours per day, 4 days a week; working an extra hour a day with 1 day off every 2 weeks; or working an extra half hour a day and having one day every 3 or 4 weeks off. Telework/Working Remotely/TelecommutingTelework or working remotely occurs when people do at least some of their regular work from home instead of going into the office or work at a different location. Details such as hours of work, and how communications between the teleworker/remote worker, co-workers and customers need to be outlined. For more information, please see the OSH Answers document on Telework/Remote Work/Working From Home. Job sharingJob sharing occurs when two or more employees share one or more positions or set of duties. It should be clear before starting how these arrangements affect pay, benefits, and holidays. It is very important that those in a job sharing arrangement work effectively as a team, and communicate well. Job sharing may be an option when few part-time positions are available within the company. Banking of Hours/ Annualized hoursThis arrangement allows employees to choose, within negotiated boundaries, their days and hours of work to the maximum for a set period of time. This period of time may be weekly, monthly or yearly. Such arrangements are often a combination of flex time and compressed work week and can help reduce the amount of overtime hours required. These arrangements may be suited to fields where there is variation in demands such as peak hours or seasonal peaks. Gradual RetirementGradual retirement allows employees to reduce their working hours or reduce their workload over a period of time rather than switching from full time employment to retirement abruptly. This phased period can be used to train the replacement employee, help others adjust to restructuring within the organization, or to adjust for the redistribution of tasks among the remaining employees. Leaves and SabbaticalsLeaves and sabbaticals are authorized periods of time away from work without loss of employment rights. Paid or unpaid leaves are usually granted for family, health care, education or leisure reasons. Sabbaticals are usually paid (or partially funded) and occur on a regular basis in addition to vacation time. In some cases, self-funded leaves may be possible where a portion of the employee's salary is withheld and returned to the employee 'as pay' during the time away from work. Suggest a new Definition Proposed definitions will be considered for inclusion in the Economictimes.com Definition: Training Needs Analysis (TNA) is the process in which the company identifies training and development needs of its employees so that they can do their job effectively. It involves a complete analysis of training needs required at various levels of the organisation. Description: Technology is changing at a very fast pace and so are the training and development needs of employees. It helps in grooming employees for the next level. It helps the manager to identify key development areas of his/her employees. With proper training and development, the productivity increases manifold. Various companies have in-house experts who can train employees on various aspects of the business. Normally, a calendar is worked out in advance in which various sessions are listed out and which employees can pick their business requirement to enhance personal development needs. At times companies also send employees for various training programs outside the organisation to train in technical know-how or a course which would be relevant to their job profile. TNA is usually part of the appraisal process and at the end of the year an employee has to complete all the training and development needs identified by the manager. Training and development, which was at some point in time was not given much weightage, is now a crucial part for any company to meet its broad goals and objectives. There are many aspects when managers are identifying training needs of their team members. Firstly, the managers need to identify what skill set is required to complete the job or the process. Second, is to assess existing skill levels of the team members, and lastly, determine the training gap. Training gap is defined as the difference between the skills required to complete the job and existing skill set of any particular team member.
What are the 4 types of training?The four types of training are receptive, directive, guided discovery, and exploratory. Various learning researchers and professionals use other classification systems and names. We find these four, which Ruth Clark, in her book on Building Expertise (2008) employs, to be convenient and useful.
What type of training is characterized by the use of technology to facilitate training?Technology-based training (TBT) is a type of instruction that uses technology to deliver content and promote learning. It can take many different forms, but all TBT involves using some technology to support the delivery of training content.
What are the 3 types of training?There are three main types of training carried out in the workplace.. induction.. on-the-job.. off-the-job.. What you want the learner to be able to do explain or demonstrate at the end of the training period is called a?A learning objective is what you want the learner to be able to do, explain, or demonstrate at the end of the training period. Good learning objectives are performance based and clear, and the end result of the learning objective can be observable or measured in some way.
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