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Work Arrangement Guidelines
Each school and unit is unique and there is not a one-size-fits-all solution to workforce planning. The guidance below, based on lessons-learned from the Fall and Spring pilots, is provided to support an effective hybrid working environment as developed by school and unit leaders with the unique needs of the business in mind.
Schools & Units will…
• use university-provided business case template to document work arrangements for FY2023 and follow business case review process.
• ensure optimal on-site presence and coverage to meet business and constituent needs.
• develop an intentional plan to leverage technological solutions and establish working norms that optimize collaboration, communication, and team building.
• take an equitable approach to implementing work arrangements, including:
§ considering the impact of work arrangements on employee workload.
§ ensuring access to supervisor support, professional development, and resources to maximize employee success regardless of work location.
• as needed, utilize alternative work schedule opportunities (e.g., early/late start) to extend flexibility for on-site employees.
• as needed, adjust work arrangements to ensure ongoing alignment with guiding principles, business objectives, and any accreditation requirements.
GuidelinesThe guidance below, based on lessons-learned, is provided to support supervisors in managing an effective hybrid working environment to meet the school and unit business objectives and fulfill the mission of the university.
Supervisors will…
• not be fully remote if supervising on-site employees, unless there is either a documented justification (including due to extraordinary circumstances) or alternative supervisory coverage.
• set expectations through conversations with direct reports, including discussing: days each team member must work onsite, hours of work, job and performance requirements, expectations when working off-site (e.g., ensuring child and dependent care arrangements are in place), expectations that staff remain well-informed of what is taking place on campus in their units, and requirements of in-person presence for critical meetings/business needs/team building/group efforts.
• require staff to be on-site as needed, regardless of work arrangement, to fulfill business and constituent needs and to attend meetings, training, and team building.
• use best efforts to give at least one week’s notice when requiring staff to be on-site, understanding that urgent business needs may arise that require less notice.
• model expectations for employees.
• frequently check-in with direct reports to keep a pulse on morale and to share feedback and learn what is working and what needs to be adjusted.
• work with SBO and HR Partner to adjust work arrangement plans, as needed, based on needed changes to ensure work arrangements align with guiding principles, business objectives, and any accreditation requirements.
