Guide to Requesting and Using Flexible Work Arrangements (For Employees)

To assess the suitability of a specific FWA for your situation, you should familiarise yourself with its policies, guidelines, and eligibility requirements, where available in your organisation. You should also assess whether the nature of your job and work style are suitable for the FWA. Keep in mind that there could be different FWAs that would help address your situation and allow you to continue to carry out your work responsibilities effectively.

Consider these operational aspects, prior to raising the FWA request with your supervisor:

• Reason for FWA request.
• Type of work schedule and location if any.
• Start and end dates for the proposed FWA.
• How you will remain contactable and responsive to your team and customers while working flexibly, and how you will continue to deliver on work outcomes.
• Alternative work arrangements if the proposed FWA is unsuitable or not feasible.

If the FWAs offered by your organisation are not suitable, you may try discussing other types of flexible work arrangements with your supervisor.

A formal FWA request is one that is made in writing. The request should include the following information:

• The date of the request.
• The FWA requested for, including its expected frequency and duration.
• Reason for the FWA request.
• Requested start date and end date (if relevant).

Eligibility to make a formal FWA request
Under the TG-FWAR, employees who have completed their probationary period (as stipulated by the employer), may make a formal FWA request.   

Acceptance and rejection of FWA requests
Employers have the prerogative to make the final decision on FWA requests from employees. An FWA request may be rejected based on reasonable business grounds.

Communication of final decision on formal FWA requests: 

• You should receive a written decision from your employer within two months of them receiving the request.
• If the request is rejected, your employer should communicate the reason for rejection in the written decision.
• Your employer is also encouraged to discuss alternatives with you, if the FWA request is rejected.

Addressing concerns where mutual understanding cannot be reached
If you have a concern regarding your formal FWA request (e.g., it is not properly considered according to the TG-FWAR) and are unable to resolve this with your supervisor, you should raise your concerns through the organisation’s internal grievance handling procedure as far as possible. Unionised employees can also seek advice and assistance from their unions. 

Employee Resources:
Employees may use the Template FWA Request Form in Annex A of the TG-FWAR.
Employees may refer to the Types of FWAs.

Certain types of FWAs (e.g. part-time work), may result in a change in your work scope and responsibilities. If your FWA results in a reduced work schedule, your salary and benefits may be pro-rated. You are encouraged to have a candid conversation with your supervisor before applying for the FWA (e.g., on feasibility, expectations, key performance indicators, and deliverables).

• Clarify your role and responsibilities with your supervisor. Knowing your expected deliverables within the team and projects is essential to help you plan and deliver on work targets. 
• Discuss and determine clear guidelines on availability with your supervisor. Have an open discussion on how/when you will need to be available, acceptable response times and communication channels.
• Maintain accountability for work deliverables. If your working hours are different from your supervisor, make the effort to constantly communicate your work progress and provide updates.
• Inform co-workers and customers about your working arrangements in advance to minimise work disruptions and remain contactable during work hours.
• Establish regular check-ins via virtual meetings or in-person with your supervisor, team members and clients. This to discuss project progress, address concerns, and maintain alignment on goals.
• Leverage technology tools such as video conferencing, instant messaging, and collaboration platforms to stay connected with colleagues and clients regardless of location.
• Prioritise workplace emergencies over your work arrangements, where necessary (e.g., return to office for urgent meetings when telecommuting).
• Familiarise yourself with communication guidelines (e.g., accessibility and response times, and what to do when workplace emergencies occur).
• Be mindful of business confidentiality when working remotely and take the necessary precautions to safeguard all work-related information and materials.

Employee Resources: 
Work-Life Harmony Guide for Businesses: The Role of Employees
Telecommuting tips: Success Strategies for Employees

If you have a concern regarding your formal FWA request (e.g., it is not properly considered according to the TG-FWAR) and are unable to resolve this in the initial discussions with your supervisor, you should raise your concerns through the organisation’s internal grievance handling procedure as far as possible. 

Your organisation’s grievance handling policy may be found in your employee handbook or organisation's intranet. 

If your organisation is unionised and you are a union member, please approach the Union to assist you in raising your grievance to management.

Alternatively, you may approach NTUC for assistance and related resources via:

NTUC Workplace Advisory	An online service offering members advice and help on workplace and employment-related issues
U PME Centre	A one-stop workplace advisory centre for professionals, managers and executives (PMEs) who are NTUC union members

If you are unable to resolve the incident within your organisation, or if there is no channel for you to report the incident within your organisation, please contact us for advice and assistance.

Based on your report, TAFEP will make an assessment on the follow-up needed with the employer.