Daytime work

What are Better Working Hours?

Information on changes to the working hours for day workers can be found in the annexes of the trade unions that negotiated such changes. The content of the annexes is exactly the same, although wording may slightly differ between agreements. Examples of how to implement the reduction of daytime work hours are not the same everywhere.

• Guidance booklet
• BHM Annex
• BSRB and ASÍ Annex
• Introduction to Better Working Hours for Day Workers
• Q&A on Better Hours for Daytime Workers

Step 1

Initiate the process

Reykjavík City workplaces have very different roles, varied daily operations, and diverse compositions of human resources. As a result, it is important that Better Working Hours are tailored to the local environment.

The working hours group includes representatives from the staff and the workplace. The manager should take the initiative to start preparing for the changes and convene a special working hours group based on the suggestions of staff representatives and managers. The group needs to reflect the diversity of jobs and the different circumstances of staff, such as fixed or flexible presence. When selecting representatives, it must be ensured that ASÍ, BHM, and BSRB each have their representative, provided the employees are members of these umbrella organizations' affiliates. The goal is for the groups to be small, but each workplace decides what works best.

The process described here has 9 steps. The same objectives for information gathering and consultation with staff on the implementation of reduced working hours must always be met.

Step 2

Working hours group - information gathering and analysis

The working hours group acquaints itself with educational materials and guidelines on Better Working Hours. Then, the working hours group undertakes preparation through information gathering and analysis of the operation. The goal of the analysis work is to highlight the mutual benefits for staff and workplace from the changed organization and shorter working hours.

Examples could include:

• Analysis of the service and where the main pressure points are.
• Analysis of the nature of jobs and the employee group. Changes to the work-time arrangement do not necessarily apply to all groups working at the workplace, as some professions have a different implementation of work obligation than the traditional 40-hour workweek, e.g., teachers.
• Define the benefits for staff and workplace from the changed work arrangement
• Opportunities in the work arrangement, procedures, collaboration, and time management need be discussed, for example:
  • What changes need to be made to the work arrangement to achieve maximum reduction?
  • How can work time be better utilized?
  • Can work procedures be simplified with the aid of technological innovations?
  • What kinds of flexibility are needed alongside a shorter workweek?

Through information gathering and analysis, the group forms discussion points for a consultation meeting with staff, see Step 3.

Step 3

Reform dialogue

The working hours group calls for a consultation meeting with the staff of the workplace to discuss changes in work hours. The group presents its information gathering and analysis. It also discusses with the staff ways to better utilize work time. Then, the desires of the staff for changes in work hours should be discussed, taking into account the services provided by the workplace and its operation. Furthermore, discuss when the change should take effect and/or whether it would be preferable to implement the change in steps.

The goal of the consultation meeting is to ensure the participation of all staff in the discussion and decision-making about changes, which can be structured in different ways depending on what best suits the situation. At larger workplaces, it might be best to divide staff into groups based on divisions for example. At smaller workplaces, an informal conversation with fewer steps might work better, allowing everyone to participate and share their views.

Step 4

Work on proposals

The working hours group reviews the conversation and the proposals made, then suggests changes to work time planning and break planning. A specific proposal for the work schedule of staff who work in jobs where flexible breaks are not feasible and replacements are needed should be made.

Proposals for shortening work hours (number of hours and break length) can be more than one but must be consistent within the workplace. Proposals for implementation of shortened hours can vary by division or different work arrangements of staff.

The working hours group may decide to request additional documents for the processing of proposals.

Step 5

Consultation meeting

The working hours group appoints a representative from the working hours group (staff) to participate in the consultation meetings of workplaces. The goal of the conversation is to share ideas for implementing shorter hours.

Step 6

Proposals presented and discussed

The working hours group presents proposals to the staff and management. The goal of the conversation is to ensure agreement and consensus on proposals for shorter work hours before voting on them.

Step 7

Voting

Staff and managers vote on proposals for shorter hours. At least half of the staff need to participate and a majority must approve the proposal.

It may be necessary to repeat the voting to reach a decision in cases where there are multiple proposals. If each proposal receives similar support, another vote between the top two proposals might better reflect the majority's will and contribute to consensus on the outcome.

Voting.

Step 8a

Proposal approved

Once the changed schedule and work hours of a workplace have been approved, the manager sends it to the relevant department for confirmation, which then sends a copy to the relevant labor unions and the office of collective wage agreements for information.

Once the department director confirms the proposed changes, they are considered approved.

Step 8b

Proposal rejected

If a proposal is rejected (resulting in unchanged work schedule) or staff participation does not reach a majority, a notification of unsuccessful negotiation should be sent to the relevant department(s), which then informs the relevant labor unions and the office of collective wage agreements.

The department director convenes representatives of the working hours groups to decide the next steps.

Assistance can be sought from an implementation group that will operate during the term of the collective agreement or until March 31, 2023.

Step 9

Implementation

Changes in working hours take effect no later than January 1, 2021.