Agencies process individual personnel actions for each employee in a shared position; for example, an SF 50, Notification of Personnel Action, would be issued to appoint or promote each job sharer.
Opening Doors to New Job Opportunities
During the Reagan administration, union and other benefit plans began to shrink. One of the defining differences between the era of generous pension benefits and the relatively laissez-faire benefit situation prevailing in was the Revenue Act of Until then, pension benefits were defined by the employer's guaranteed contribution. The k plans that followed required employee contributions as well.
There was a maximum amount the employer would contribute, but that amount declined as the employee's contribution declined. Effectively, there was no longer a guaranteed pension. Gradually, more and more employers shrank their k plans, eliminated them, or, with newer businesses starting up, never offered them to begin with.
Employment benefits for full-time workers vary widely. Some corporations still contribute to k plans, regardless of employee contributions. In general, however, the amount of the employer contribution depends on the employee's contribution. About half of contemporary benefit plans require employees to contribute 6 percent of pretax income to achieve the employer's full match.
Most employers contribute a maximum of about 3 percent of pay, although 15 percent of employers contribute 6 percent of the employee's pay, and occasionally even more. Another factor contributing to the general decline in benefits is "job-hopping. But since most employers won't vest employees for six months to a year and, according to CNN Money, the average college grad switches jobs four times before the age of 32, job hopping might be another factor shrinking employee benefits and increasing corporate profits.
The situation for public-sector employees is quite different. Retirees in the public sector generally have generous defined-benefit retirement plans similar to the pre era in private employment. If you earn wages equal to or greater than your weekly benefit amount, no unemployment benefits payments will be issued for the week. You must work all available hours. Full-time work is defined as 32 or more hours of work per week.
Oklahoma is no longer accepting Partial Claims for Unemployment, so you may not be eligible for benefits if you work part time. You will be asked to report any wages when you certify for your weekly payment. If you are working less than full-time hours and your gross wages before taxes are less than your weekly benefit rate excluding dependency allowances , you may be entitled to partial unemployment benefits.
Your weekly earnings must be less than your weekly benefit amount. To calculate your partial unemployment benefits payments, the DEW will deduct 25 percent of your eligible weekly benefit amount from your earnings from the part time job. Then the rest of the earnings will be deducted from your eligible weekly benefit amount and that determines your partial unemployment benefits payment.
You will not be eligible for partial unemployment benefits if you worked 40 hours or more regardless of the amount of earnings. Earnings will reduce your umeployment benefits. If you do go over your weekly benefit amount, it will suspend your claim and you will need to re-open your claim in order to receive unemployment benefits in the future. And what you will do is report this on your weekly certification.
However, if you earn an amount equal to or more than your weekly benefit amount, or work 40 hours or more, you will not be eligible for payment that week. Such partial unemployment benefit shall be an amount equal to the difference between his or her weekly benefit amount and his or her wages.
If your gross earnings equal or exceed your weekly benefit amount, you will not receive partial unemployment benefits for that week. All earnings in any week for which you file for benefits much be reported regardless of the amount. This amount is not the same for every claimant.
The weekly benefit rate WBR determines what the maximum weekly earnings amount will be. In that role, she will be the direct supervisor of the Program Officer and will rate her performance and approve her leave request. In that role, she will be the direct supervisor of a still-unnamed Program Officer. She will also be the responsible supervisor for the Unit Secretary. She will rate the performance of both employees, approve their leave requests and serve as selecting officer for both positions subject to approval by the Division Chief.
On the overlapping work day, management and supervisory responsibilities will not differ from the other days of the week. Each will report directly to the Division Chief or Deputy Division chief on activities that relate to their primary program assignments. In the absence of one job share partner on the overlapping work day or any other day , accountability for the secondary program assigned is automatically assumed by the partner present.
All time and attendance recordkeeping and reporting for the Unit will be handled by the Division Secretary, with approval of the Division Chief or Deputy. In the event that one of the job share partners decides to resign or transfer from the unit, the position will automatically revert to a full-time position with the expectation that the remaining job share partner will assume the full time requirements of the above position, including a hour work week.
The candidates for this proposed job share are both exceptional employees with crucial backgrounds and experience and excellent performance records. Employee A has been Unit Chief since March, She holds an MA in public administration and joined the Agency as a Presidential Management Intern in , rotating through a number of Agency offices until she joined this Unit.
She has a wide general knowledge of Agency exchange programs and is the expert on these programs. She started work in the Bureau as a program officer, developing an impressive background and expertise in the area which lead to her promotion to Senior Program Officer. In order to assume a part-time schedule, she requested a voluntary reassignment where she is currently a program officer in the grants unit.
She is eligible for re-promotion on a non-competitive basis. In her current position, she has accrued wide experience with its Programs and has some responsibility for unit affiliations, making her particularly valuable to the unit which has expanding programs. That management concur with the establishment of a job share for the position under the conditions outlined above.
Two Branch Managers Re: This represents an initial proposal for implementing job sharing for the position of Branch Manager. While job sharing may be done in many ways, the one we feel best relates to our situation as two equally qualified Branch Managers is to share between us one entire job, including all of its responsibilities and duties.
Each of us will be accountable for everything. Individual systems and methods will be integrated by consensus. A diary system is to be set up for all routines and strictly adhered to.
At least one representative will attend all manager meetings, conferences and training seminars. Audit will be shared jointly except in areas that can be clearly distinguished. With respect to staff and personnel matters, there is a strong need for clear communication of joint expectations and objectives to all staff, open-door policy for staff, communication between partners and joint feedback, joint preparation of performance reviews and joint presentations.
Campaigns will be the responsibility of both partners -- work schedules will accommodate peak periods and deadlines for major campaigns. Both partners will take vacations at the same time or stagger their vacation, whatever method works best for the particular time chosen.
The partners agree that any maternity leave would be limited to 17 weeks. The working partner would work full-time to cover the leave. Normal procedures are to be followed for sickness, operating short staffed unless unusual circumstances occur, in which case the other partner would cover.
The work schedule would be prepared one month in advance and a copy forwarded to the Manager for reference. All scheduling would be completed by the two partners and any necessary changes would be worked out between the partners.
Each partner will work two full days and one five-hour day. This does, however, allow for overlap of 2. If one partner were to leave the agency or request full-time work, we propose that if a compatible partner could be found and it is agreeable to the employer and both employees, the system could continue.
If no compatible partner is available, and an original partner left the agency, then the remaining partner would return to full-time employment. If one or both partners request full-time employment, then they would be considered for the next available opportunity. We have given this concept a great deal of thought and are prepared to commit ourselves to job sharing for a period of five to ten years.
We have known each other for four years and feel comfortable with each other. We have similar backgrounds with respect to education and bank management training.
We want job sharing to work and we are both committed to work out any problems that may arise. We agree to a four-month trial period with ongoing assessment and feedback from employer and partners. Customer assessment will be incorporated into the standard Customer Service Survey, and staff assessment will be incorporated into the standard Employee Relations Survey.
Feedback modifications to the system are to be mutually agreed upon by both partners and employer. If the agency decides to terminate the Job Sharing Agreement, a notice period of eight weeks will be given, and both partners will be offered comparable full-time positions in the area or given a choice of part-time management if the individual desires.
Ideally, the supervisor and the job sharing team should jointly determine how the work-week will be divided. While the needs of the office are paramount, a successful arrangement will take into consideration the needs of the employees as well.
Several options are possible, including split days, alternate days or weeks, and flexible or compressed work schedules if the agency permits it. When job sharers want to work on alternate weeks, certain scheduling requirements must be met. In order for a part-time employee to be regularly scheduled -- and eligible to earn leave-- he or she must have one hour of work scheduled in each week of the bi-weekly pay period.
Also, a part-time employee may not be scheduled for more than 32 hours per week. Within these requirements, one job sharer could be scheduled for 32 hours in week A and in week B. The employees would have to take annual leave or granted leave without pay for the one hour in the week he or she wanted to be off.
Job sharing on a 6-months on, 6-months off basis should be handled differently. In this situation, the employees would be considered full-time and could be granted leave without pay at the agency's discretion. The example might give the impression that job sharers' time on the job must be mutually exclusive. While this may be true in most cases, employees can overlap some or all of the time, depending on the nature of the work and the availability of space and equipment. Job sharing offers supervisors considerable flexibility in scheduling.
Temporary rearrangement of hours does not require paperwork, but consideration needs to be given to employee concerns such as child care or class schedules.
Job sharing also allows the supervisor to match the work schedules to workload peaks. For example, one job sharer could work an early morning tour and the other, a tour late in the day, with no coverage in the middle of the day. Further, since job sharers can often swap schedules to cover for each other's absences, the office has the benefit of a built-in backup system.
Advance arrangements should make clear the conditions under which one team member would be expected to work additional hours in the absence of the other and how work will be performed if one of the job sharers were to leave the position. This website uses features which update page content based on user actions. If you are using assistive technology to view web content, please ensure your settings allow for the page content to update after initial load this is sometimes called "forms mode".
Additionally, if you are using assistive technology and would like to be notified of items via alert boxes, please follow this link to enable alert boxes for your profile. Alert box notification is currently enabled, please follow this link to disable alert boxes for your profile. These employees might need or desire to work less than the traditional hour workweek in order to: Offering part-time employment opportunities can: Description Time and Percent Age Could all your most important tasks be done in fewer hours?
Could less important tasks be discontinued or done by someone else? Could your job be shared with another part-time employee? Get information about your salary and benefits. Assess changes to salary, leave earning, health insurance cost, and retirement and life insurance benefits. Could you afford to earn less pay and pay more for insurance? Could you do with less leave and potentially less retirement?
Research policies and practices. Study Governmentwide policies in this guide. Consult your supervisor about your agency's policies and programs. Talk to part-time employees about their experiences.
Propose restructuring your full-time job into a part-time job. Find a partner and propose a job sharing arrangement.
Make a written proposal. Propose a schedule and explain how your duties would be handled. Focus on employer's needs, not your own. Suggest a pilot test where managers, clients, and co-workers could assess the arrangement. On a part-time schedule, I get the best of both worlds. OPM was very helpful. They thought the process through with us, and later used the flexibility of the system to support us. With our senior management in the Department, whether because they could positively relate to our situation or for other reasons, they asked, why not instead of why.
More importantly, it has expanded the dimension of the parenting role for both of us. The situation has been nothing but a plus for me and the Department.
Accepting part-time work can sometimes provide a way for an individual to get his foot in the door, so to speak, when there is no full-time position available. The question for the individual to consider then is the importance of working in his desired field as opposed to the importance of having a full-time income. Benefits you can get when working part time include Income Support if you are a person who qualifies (e.g. a single parent) or Jobseeker's Allowance. You must be working less than 16 hours per week, and if you have a partner they must be working no more than 24 hours per week. Unemployment benefits are available to both full-time and part-time employees when they separate from employment. Workers compensation benefits and injury claims must be handled in the same for part-time and full-time employees.