Public Policy Platform on Flexible Work Arrangements

On May 13, 2009, Workplace Flexibility 2010 released a comprehensive set of policy solutions to expand Americans’ access to flexible work arrangements such as compressed workweeks, predictable schedules, and telecommuting. Flexible Work Arrangements (FWAs) alter the time and/or place that work is conducted on a regular basis - in a manner that is as manageable and predictable as possible for both employees and employers. FWAs provide: Flexibility in the scheduling of hours worked, such as alternative work schedules (e.g., non-traditional start and end times, flex time, or compressed workweeks) and arrangements regarding overtime, predictable scheduling, and shift and break schedules; Flexibility in the amount of hours worked, such as part time work, job shares, phased retirement or part year work; and Flexibility in the place of work, such as working at home, at a satellite location or at different locations

Exploring Leadership Communication Strategies for Supporting Telework Employee Services Productivity and Job Satisfaction

The practice problem centered on the need for organizations to implement effective leadership communication strategies that can support teleworking employees\u27 job satisfaction and service productivity. In this qualitative case study, the significance of effective communication strategies between a behavioral health leader (BHL) and her employees in a telework setting was explored. The aim was to enhance service productivity and employee satisfaction in a behavioral health organization located in the southeastern region of the United States. The Baldridge Framework was used to assess and improve organizational performance, including leadership communication strategies. Data were gathered through multiple interviews with BHLs for 9 months and archival data. Findings indicated that effective communication, leadership, barriers, social isolation, time management, discipline, supportive workplace, and balance can support teleworking employees\u27 job satisfaction and service productivity. The results can inform leaders and organizations on effective communication with remote employees and the strengths and limitations of different strategies. Recommendations should be developed and implemented strategically over 6 months to 1 year. This study contributes to positive social change by establishing organizational structures, quality improvement objectives, and effective communication practices to enhance service productivity and employee satisfaction in telework settings while promoting compliance expectations

A Method to Determine an Organization’s Compatibility with Hybrid Workspaces

Facing fiscal constraints, organizations should investigate new ways to ensure their weapons, equipment, facilities and personnel operate with improved efficiency. The adoption of hybrid workspaces offers a unique solution to improve both space utilization and workplace efficiency. The premise behind hybrid workspaces is that workspaces are not assigned to individuals; instead, a variety of different work areas are constructed to allow individuals to choose where they accomplish their work-related tasks. However, hybrid workspaces are still an emerging concept and represent a radical departure from traditional workplace setups. Current use of hybrid workspaces falls primarily in the private sector and there is no research available to suggest if hybrid work-spaces may or may not benefit the Air Force. This research investigated the Air Force\u27s culture to determine if it may be feasible for the service to adopt hybrid workspaces. This research developed a method that was used to analyze an Air Force organization\u27s culture to determine if the organization may be compatible with hybrid workspaces. The results show that some Air Force organizations may indeed be favorable to a move toward utilization of these types of spaces. As this research represents the first iteration of such a method, more research is required to determine feasibility. Once matured, the method can prove useful in assessing organizations to determine which areas leadership should pay attention to if they are looking to move forward and adopt hybrid workspaces

EXPLORING PRODUCTIVITY AND WORKPLACE SATISFACTION OUTCOMES FOR EMPLOYEES PARTICIPATING IN TELEWORK AT THE AIR FORCE ACQUISITION MANAGEMENT AND INTEGRATION CENTER (AMIC)

This mixed methods study analyzes data before and during the COVID-19 pandemic with two purposes: first, to explore how changes to the amount of telework permitted at AMIC impact employee perceptions of productivity and workplace satisfaction, and second, to assess the relationship between available quantitative productivity measurements and AMIC employee perceptions of productivity. To provide context for the study, this research reviews the literature for current and historical data on pandemic planning, telework, productivity, and satisfaction for federal employees. Next, the research sorts and analyzes survey data to understand AMIC employees' perceptions of productivity and satisfaction. Finally, this study compares quantitative measures of productivity to survey findings to identify both common findings as well as points where they diverge. This analysis determines whether perceptions of productivity and satisfaction at AMIC have changed in relation to the amount of telework allowed and whether quantitative productivity measures align with those perceptions. As a result of the analysis, this study found overall perceptions of productivity and satisfaction at AMIC related positively to increased telework, and overall quantitative productivity measures remained the same or improved as feelings of productivity at AMIC increased.Civilian, Department of the Air ForceApproved for public release. Distribution is unlimited

Guidelines for the public health laboratory continuity of operations plan (COOP)

The Guidelines for the Public Health Laboratory Continuity of Operations Plan (COOP) builds upon the 2007 Association of Public Health Laboratories (APHL) COOP Guidelines, as well as the Federal Emergency Management Agency (FEMA) Continuity of Operation Plan Template and Instructions for Federal Departments and Agencies (February 2011).In 2007, the Emergency Preparedness and Response Committee, now the Public Health Preparedness and Response (PHPR) Committee, of APHL was charged by the board of directors to develop the Guidelines for the Public Health Laboratory Continuity of Operations Plan (COOP) to assist state public health laboratories in developing a COOP to ensure continuation of their essential public health activities during events that may disrupt normal operations.In 2011, the APHL Emergency Management Subcommittee, under the leadership of the PHPR Committee, was charged with revising and updating the Guidelines for the Public Health Laboratory Continuity of Operations Plan (COOP).This publication, Guidelines for the Public Health Laboratory Continuity of Operations Plan, was supported by Cooperative Agreement Number #1U60HM000803 from CDC. Its contents are solely the responsibility of the authors and do not necessarily represent the official views of CDC.Publication date from document properties.PHPR_2011Feb_PHL-Continuity-of-Operations-Guidelines.pdfCooperative Agreement Number #1U60HM00080

Management skills and strategy adaptation in a digital innovative remote co-working environment in banking service : a success story or a lost opportunity?

Companies have thrived with technological evolution throughout history and more specifically with Digital Innovation in the nearest future. Developing strategies and business in alignment with an ever more demanding client, focusing on costumer journey and full featured dedicated customer experience. Management skills which have been crucial for this engagement, are now being put into question in one of the most challenging endeavors ever. Going through a worldwide pandemic and having most of companies’ workforce change from a social shared workplace to an isolated home office environment, in an amazingly short period of time, create an unprecedent need to urgently look at management tools, processes, skills and policies. To help focus the study in hand, novobanco, a Portuguese Bank of reference, shall be used as the main support for the research investigation data collection, with statistical analysis based upon anonymous data, attained from various sources, namely, through surveys within different business and technical areas

NRPT: Improve Preparedness for Storm Events and Nuisance Flooding in the Norfolk Region

On June 18-20th, 2019, the Coastal Response Research Center (CRRC) and NOAA’s Disaster Preparedness Program (DPP) co-sponsored a NOAA Regional Preparedness Training (NRPT) Workshop at Old Dominion University Tri-Cities Higher Education Center (Portsmouth, VA). The workshop, titled “Improve Preparedness for Storm Events and Nuisance Flooding in the Norfolk Region”, focused on preparedness, planning and response to extreme weather events and nuisance flooding. This was the fifth workshop in a series of DPP NRPTs. The overall goal of the Norfolk workshop was to provide focused discussion regarding lessons learned from local partners during the 2018 Atlantic hurricane season and build a common understanding of how storm events and nuisance flooding will be addressed when they threaten mission personnel, infrastructure or natural resources. The specific objectives were to: Establish networks with local partners to improve preparedness. Identify gaps and ways to improve regional preparedness. Increase coordination among participants to bolster regional preparedness. Determine ways to provide adequate information and communicate knowledge, so that (1) the public and response community will make informed decisions relative to personal protection and safety, and (2) responders and natural resource managers more effectively mitigate regional disaster impacts. A one-day Tools Café was held prior to the workshop, with presentations and subsequent hands-on demonstrations of national and regionally-specific preparedness and response tools that are currently available to responders or the public. The two-day workshop included plenary presentations from local and federal emergency responders outlining their day-to-day operations, continuity of operations during an emergency, tools used to make decisions, and lessons learned from previous events

Telework intensity, work-family conflict, and work-family balance, during the COVID-19 pandemic

The COVID-19 pandemic has led to increased popularity, application, and utilization of telework. To vastly reduce the spread of COVID-19, governmental agencies worldwide have implemented lockdowns and emphasized businesses and corporations should implement telework wherever possible (Anderson & Kelliher, 2020; Belzunegui- Eraso & Erro-Garces, 2020; Buomprisco et al., 2021; Chong et al., 2020; Contreras et al., 2020; Mouratidis & Papagiannakis, 2021; Nguyen, 2021; Oz & Crooks, 2020; Raišienė et al., 2020; Tavares et al., 2020). States of emergency can disturb employees’ workflow and lead to financial difficulties; thus, telework presents an option to reduce that disruption. In such unprecedented times, telework may be a beneficial, lifesaving modality (Donnelly & Proctor‐Thomson, 2015). Unfortunately, limited research exists on telework experiences during the COVID-19 pandemic. The purpose of this study was to explore the relationship between telework intensity and work–family conflict, telework intensity and family–work conflict, and telework intensity and work–family balance during the COVID-19 pandemic. There was a total of 201 participants who were at least 18 years of age. All participants lived in the United States and teleworked as a direct result of the pandemic. No statistically significant correlation between telework intensity and work– family conflict, telework intensity and family–work conflict, or telework intensity and work–life balance was found. The Pearson correlation used to examine the relationship among work–family conflict, family–work conflict, work family balance, and COVID- 19 distress found statistically significant negative correlations between family–work conflict and work–family balance, and work–family balance and work–family conflict. Statistically significant positive correlations were found between family–work conflict and work–family conflict, family–work conflict and COVID-19 distress, and work– family conflict and COVID-19 distress. Keywords: Telework, telework intensity, work–family conflict, family–work conflict, work–family balance, COVID-19 distress, COVID-19 pandemic

Succession Planning in the Federal Government

Succession planning is a term that refers to the systematic and methodological efforts an organization uses to plan for organizational stability and proficiency. Organizations must provide employees the training, experiences, and knowledge required to assume positions of increased responsibility when those jobs are vacated. Agencies should strive to create a diversified pool of qualified candidates to avoid a talent gap, workforce shortages, or a loss of agency knowledge. Over the past fifteen years, the Federal Government has continued to highlight the need to take a proactive approach to succession planning by first identifying the skill sets needed for critical positions and then developing their future leaders. With a limited number of new employees entering civil service and projected retirements over the next several years, it is essential that agencies quickly prioritize succession planning strategies to train and prepare employees to assume critical acquisition positions, such as the Contracting Officer (CO) role. COs are the only individuals with authority to procure goods and services on the Government’s behalf and therefore occupy positions classified as inherently governmental functions. This research study explored the lack of succession planning at DoN agencies in Southern MD and the impact of the failure to create a multi-generational pipeline of qualified candidates who can compete for CO positions as they are vacated