Sample answers to case studies are only options that may be of benefit in these situations and should not be taken as definitive and all encompassing actions for individual cases in the workplace. There is no requirement for managers to agree to options such as changes in work patterns or working from home, the operational needs of the area must come first.
Case Study One: Audrey - a mature aged worker with carer responsibilities
Audrey is a mature aged worker employed at the Executive Level with DEEWR for the last 8 years. She has recently assumed the responsibility for providing care for an elderly parent in her home and is finding it increasingly difficult to work a 37.5 hour working week. Although her mother does not require 24 hour care, she does have a monthly appointment with her GP and frequent irregular specialist appointments that Audrey needs to attend. Audrey is prepared to consider part time work but would prefer to continue working as close to full time hours as possible to enable her to meet the financial obligations associated with her mother’s care.
What options could Audrey consider prior to meeting with her Manager?
If Audrey wishes to consider part time work she should consult the Part Time Work Guide. Other options Audrey may consider include using personal leave (under the carer’s leave provision) to meet her obligations in relation to her mother’s irregular medical appointments. She might also consider negotiating changes to her working hours that allow a pattern of work that would still meet the requirement to work 150 hours over a four week settlement period. Depending on work demands, Audrey and her Manager may also investigate occasional or regular periods working from home.
Who can Audrey consult with to find out more about these options?
Audrey may call the Human Resources Branch to discuss existing provisions and/or ask for advice on the salary effects of part time work.
As an Executive Level employee Audrey should have discussions with her team to see if there would be any negative impacts on the work load if she was to change her working patterns.
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Case Study Two: Gary - a recent retiree who is seeking to return to the workforce on a casual basis
Gary retired from the Department 15 months ago after a 21 year career in a highly specialist programme area. After completing a home renovation and overseas trip, he feels that he would like to return to work 4 days per week. He arranges to meet with his previous supervisor and has also applied for a range of part-time roles within the Department.
What questions/options should Gary’s supervisor consider prior to meeting with Gary?
Gary will need to be employed on a contract as a non-ongoing employee. If Gary wishes to negotiate specific terms and conditions this could be done through an Australian Workplace Agreement. Gary’s supervisor should also consider issues such as the impact Gary’s return will have on the work team, the division of work and the operational needs of the unit. Gary’s supervisor may consider offering Gary casual hours. They would then need to be aware of the impacts this might have as Gary can then more freely dictate his own hours of work.
What issues should Gary be aware of when returning to work on a casual basis having only even been a full-time employee in the past?
Generally, Gary’s new contract will not include payment for leave or personal leave. In addition, he will have to elect a superannuation fund as he will not be eligible to contribute to Comsuper.
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Case Study Three: Penny - considering retirement but has not yet made a final decision
Penny is 54 years and 7 months old and has been a member of the Commonwealth Superannuation Scheme for approximately 30 years. Like many of her colleagues she is financially attracted to the option of retiring but really enjoys her work and wants to continue to make a contribution to the team in which she works. Penny has already had a number of discussions with her supervisor with regard to her possible retirement but has not made any firm decisions.
What factors may play a role in assisting Penny to make a decision as to her future?
Penny should have a clear understanding of the financial implications relating to her decision on whether or not to retire. She should consult her superannuation fund on the effects of delaying her retirement and consult a financial adviser to ensure she understands the likely significant financial implications.
What practices should Penny’s supervisor consider to maximise the transfer of her knowledge and skills to other members of the team?
Penny’s supervisor may consider developing a formal transfer program to support the transfer of Penny’s knowledge should she decide to retire. Succession planning options may also be suitable to support the team. Penny and her supervisor may also consider a return to work on a casual basis post-retirement to enable Penny to mentor more junior members of the team. A revised Australian Workplace Agreement offer may assist Penny in deciding to stay by providing her with more financial security.
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Case Study Four: George - employee of retirement age who has decided to continue work with the department but wants to scale down his hours of work
George is a 62 year old employee who has little interest in retirement. He has recently become a grandfather for the third time and is wanting to reduce his hours of work to spend more time with his family and reduce his golf handicap. George is an integral member of his work group and plays a strong role in mentoring junior staff and graduates.
What issues should George consider prior to meeting with his supervisor to discuss his options?
George may consider just how much time and what pattern of work he would ideally like to pursue. He should also give consideration to the financial implications of reducing his work hours and the likely effect on his lifestyle. He may also consider the level and pattern of his work to see if it is feasible to pattern his work but still meet operational needs of this work group. Ideally, George should enter the discussion with his supervisor with a set plan to meet both his changed lifestyle needs and the work of his area. This should include an understanding of what work is critical, and how the other work could be transitioned.
What practices could George’s supervisor consider to accommodate George’s reduced working hours?
George’s supervisor may consider the operational requirements of the workplace in determining whether it is possible to provide reduced working hours for George. Some redesign of work may be suitable to accommodate George’s wishes. The supervisor should also give some thought to the effect of this action on other members of the work group and their likely perceptions.