If the employee becomes difficult or impossible to work during the previous hours for some reason (e.g. due to family obligations or other important activities), he may apply to the employer for permission for an individual working time schedule.  It is up to the employer to accede to the employee’s request.

An individual distribution of working time may consist of a change in working hours or days. The employee can also perform tasks at non-standard times, e.g. in the afternoon or at night, or on non-standard days, e.g. on holidays, Sundays or other days off.

Individual working time can be used, for example, by students who must participate in classes at the university at certain hours, employees caring for a dependent person together with another family member (e.g. parents jointly caring for a disabled child), as well as parents who must pick up their child from kindergarten or school at a certain time.

Benefits for the employer:

• The ability of an employee to perform tasks during non-standard hours or on non-working days.
• Reducing the number of employee delays.
• Limiting the number of employee absenteeism.
• Increase in employee loyalty and engagement.
• The ability to keep a valuable person in the company.

Benefits for the employee:

• The ability to reconcile family, educational or caring responsibilities with professional duties.
• Stress reduction.

The possibility of implementing individual working time depends on the extent to which the schedule proposed by the employee corresponds to the way work is organized in the plant.

This solution can be difficult or even impossible to implement in production and in small commercial and service plants that are open on certain days, at certain hours. On the other hand, it can be very useful in a situation where the plant works 24 hours a day, also on public holidays, when it is more difficult to find a staff. 

Costs associated with longer working time of the company – e.g. higher expenses for heating, lighting, security.

Risk:

• Problem with recording working time.
• Possibility of abuse on the part of the employee.
• Lack of availability of the employee when needed.
• Similar expectations from other employees – „if he can, why not me?”
• Problems in communication with the employee

Source: https://rodzinaipraca.gov.pl/narzedzia-godzenia-rol/indywidualny_czas_pracy/

Projekt otrzymał dofinansowanie z Norwegii poprzez Fundusze Norweskie 2014-2021, w ramach programu „Dialog społeczny – godna praca”.