If an employee is affected by domestic violence, they can request this type of flexible work at any time. NOTE: We advise managers to discuss proactive and flexible work with their teams instead of waiting for individual requests. As you go through the process of reviewing and responding to formal requests, we advise you to focus on the following points: Managers should openly and fairly address staff requests for informal ad hoc or regular agreements and focus on exploring all available alternatives that work. We recommend that applicants and superiors familiarize themselves with the Agency`s flexible default policy, possible flexibility limitations on certain roles 11 (see part one: page 11) and the principles of flexibility by default (see first part: page 3). If your salary goes down, if you change flexible work, it can affect what you get when you`re fired. Employment contracts are mechanisms that ensure the maintenance of strategies and practices aimed at establishing flexible working rules. Managers offer their team flexible work arrangements. The agreed flexible working arrangements are described as follows: __ Reasonable business reasons for rejecting a request for labour flexibility include, among others, the request for an informal flexible employment contract (oral or written). If your employer wants to give you worse conditions because of your new employment agreements, you may be able to apply to a labour court. This could include a right to discrimination.

The same applies if you switch from full-time to part-time and thus obtain worse conditions. If you do not have the right to make a legal request for flexible work, you can submit a non-legal application. This is something that is not done under the Flexible Working Act. There is no set procedure for the question – it is advisable to ask your question in writing so that it is clear what you have requested. The manager and team discuss how this can work in the context of the team`s responsibilities and performance, as well as the Agency`s policies and framework for flexible work. The team agreed on mutual expectations and standards of conduct. B in a team charter. If you are developing processes for implementing flexible agreements, we advise you to design your thinking around the principles of flexibility-by-default (see first part: page 3) and your choices on the limitations and possibilities of flexible working in different types of roles (see first part: page 11). This framing defines the balance that needs to be achieved between what works for staff, what works for teams and what works for the Agency. It also notes expectations for fairness for all; Collaborators, team members, colleagues outside of immediate teams and executives – and openness and flexibility on all sides. . .

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