Compressed Work Schedules
A compressed work schedule allows an employee to work a traditional 35-40 hour workweek in less than five
workdays. For example, a full-time employee could work four 10-hour days instead of five 8-hour days.
This option is more easily applied to non-exempt (bi-weekly paid) staff for whom maximum work hours are
identified, but it is not ruled out for monthly paid staff who may work more than 40 hours during the work
week. Duke Payroll practices require non-exempt staff that agree to a compressed work week arrangement to be
paid overtime based on all hours over 40 in a workweek.
Another popular option is a nine day/two week work arrangement, which allows for two weeks of work to be
compressed into nine or nine and a half days of work. This is popular with staff members who want some flexibility
in their schedule and do not mind extra time built into the beginning or end of the work day, but do not want
the long days compressed work week require.
Note: The nine day/two week option can be difficult to arrange for non-exempt staff members. According to the
FLSA, all non-exempt staff members who work in excess of 40 hours in a standard workweek or 80 hours in a pay
period are eligible for overtime pay. Overtime pay is calculated at the rate of 1˝ times the staff member's regular
rate of pay. Additionally, the Department of Labor and Duke payroll practices dictate that pay be received in the
period in which the work is performed. It would be very difficult to work out varying pay amounts weekly to respond
to alternating work schedules to accommodate this arrangement. For example, for a total of 70 hours over two weeks
of work, 40 hours one week and 30 hours the next would require a non-exempt staff member to receive different pay
for each week of work.
Advantages and Challenges
| Staff members working compressed
work weeks may spend less time commuting during a given week. |
The longer workday may be
physically and mentally draining. |
| Staff members working compressed
work weeks have more time outside of work to take care of personal
responsibilities; as a result they can be more focused on the tasks at hand
during their scheduled work time. |
It may be a challenge to sustain
morale among staff members who work long days but do not have the opportunity to
work a compressed work week. |
| Staff members working compressed
work weeks may be more productive during the hours outside of the traditional
workday, when fewer staff members are present. |
Some types of compressed
schedules—such as 80 hours over 9 days—may present a challenge to supervisors of
non-exempt staff members, since overtime must be paid to non-exempt staff
members who work more than 40 hours in a given week. |
| Compressed work weeks can
improve work area coverage and extend the hours of service to internal and
external customers. |
Staff members may find it
difficult to arrange dependent care or transportation around the longer workday. |
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