A Manager’s Guide to Supporting Part-Time Employees

I work for an education non-profit, the Alliance for Decision Education, as a partnerships manager. I love my job, both the positive impact we have on kids who learn how to make better decisions, and the benefits to my own life as I apply these tools and skills to decisions at home.

When I was on maternity leave, I thought hard about the decision to return to work and how to balance parenthood and career. Like many mothers, I wanted to hold onto the career I loved while also spending as many hours as possible with my young child. A part-time schedule turned out to be the best option from a values, logistical, and financial perspective.

When I returned from leave, I approached my managers and HR with a clear proposal for a part-time arrangement, while remaining open to their suggestions for what would best serve the organization. Luckily, they were supportive, and together we navigated this new setup.

From that experience, I realized managers face two big decisions when considering a part-time request:

1. Is it feasible for this person or role to shift from full-time to part-time?

2. If yes, how do you set them up for success?

Assessing whether part-time work is feasible

Feasibility depends on the role and organization. Can responsibilities be divided clearly, leaving a manageable part-time workload? Is the work mostly project-based, or does it require daily client coverage?

These decisions can be clouded by common biases. Here are some decision science tools and insights that managers can use—along with how they played out in my own situation.

Framing effect

How the question is posed matters. “Should we reduce Jayla’s hours?” feels different from “Should we retain Jayla’s four years of institutional knowledge by adjusting her schedule?” Try reframing the choice to see it more clearly.

When I spoke with my managers, we emphasized that I could keep ownership of my highest-value projects while training junior staff to take on administrative tasks. Framed this way, the change wasn’t just “reducing hours” but “maximizing contributions while saving costs.”

Generate alternatives

This isn’t just a yes/no decision. Could hours be shortened rather than days reduced? Could there be a job-share or a trial period with a check-in after a few months?

In my case, my managers surprised me with an option I hadn’t considered: shifting one of my responsibilities to a new team. That creative solution made my part-time schedule feasible while strengthening another part of the organization.

Status quo bias

Managers often default to what’s common in their field. Don’t dismiss part-time work just because it’s rare. Focus on the employee’s role, performance, and what can reasonably change.

At the Alliance, decision-making is part of our culture, so my leaders resisted the “this isn’t how it’s usually done” mindset. That openness gave me the chance to prove that a part-time model could work.

Availability bias

The few examples that pop into your head can shape your decision, even if they aren’t representative. Avoid relying on one or two stories of part-time workers. Look for broader data or base rates.

Because part-time roles are uncommon in the U.S., I came prepared with specifics. I outlined exactly how a three-day schedule would work and how it could benefit both me and the team. That preparation helped my managers make a fact-based decision instead of relying on anecdotes.

How to set part-time employees up for success

Approving a part-time arrangement is only the first step — its success depends on how managers structure support. These practices, drawn from both research and my own experience, can make the difference.

Information sharing

Part-time employees will miss some meetings, but they still need the updates. Early on, I once worked several hours before realizing the office had closed early for a staff reward, a memo I had missed. After that, we created systems for relaying updates through manager follow-ups, notes, and recordings.

Clear responsibilities

Define what is and isn’t part of their role, and communicate it to the team. Without clarity, part-time staff risk being underutilized or overburdened. For me, we decided I would continue leading some projects and hand over one project to another team. That clarity kept my workload realistic and helped colleagues know when to involve me.

Sick days

Separate sick leave from vacation time. Otherwise, employees — especially parents — may burn through vacation days on daycare colds or stomach bugs. As a parent of a toddler, I quickly learned how often unexpected illness crops up. Having sick time separate from vacation ensured I could still use vacation for rest and family time.

Flexible hours

If possible, allowing some flexibility around working hours is ideal, so that parents can attend important doctors appointments and pick up kids from school or daycare as needed.

Remote work

When hours are already limited, reducing time spent commuting is a valuable way to increase the number of productive hours. On my remote days, I can start work as soon as I drop off my kid, rather than sitting in school traffic for a long commute.

Fair compensation

If benefits aren’t available for part-time employees, ensure hourly pay reflects that. Lowering minimum hours for benefits eligibility is one way to build loyalty and fairness. If possible, lowering the minimum hours for benefit eligibility is one way to create a thriving part-time workforce.

Inclusion

Part-time staff still want to be invited to conferences, social gatherings, and team events. Extending invitations, even if they can’t always attend, reinforces belonging. I’ve appreciated being included in all-staff invitations, with the understanding that I may not join everything. That inclusion keeps me connected to the culture of the team.

Final thought

Part-time work can be a win-win for organizations and employees, if managers approach it thoughtfully. By recognizing common decision-making biases, considering creative alternatives, and setting supportive structures, managers can retain talent, boost morale, and foster loyalty.

I know from personal experience that when managers handle this well, part-time employees don’t just “make it work” — they thrive.