Flexwork Guidance - UVA Employees Academic Division

A hallmark of the hybrid workforce model is flexibility; however, flexibility does not mean free-form. A well-designed hybrid work model relies on significant evaluation of which roles require employees to be onsite and how often and which roles are more conducive to remote work. This evaluation process is ongoing, iterative, and reliant upon operational needs. Given this deep reliance upon operational needs, this model can shift at any time and the capacity for a role to function fully remotely or in a hybrid manner might also shift.

Occasional Flexwork

Features: Infrequent, not regularly scheduled

Examples:

• Unanticipated, personal disruption requires that the employee work from home (temporary caregiving need or home repair that can’t be coordinated in non-work hours, etc.).
• Employee plans to work for a period of time during an approved vacation.
• Employee works from home due to a workplace disruption, inclement weather, or suspended operations.

Hybrid Flexwork

Features: Ongoing hybrid/remote, less than 100% of weekly scheduled hours

Examples:

• Employee works from home every Friday to maximize productivity due to a difficult commute. Employee is a self-motivated, high performer who thrives in an independent work environment, but is also needed onsite for projects or team activities

Remote Work

Features: Ongoing, 100% job duties performed at a remote work location

Examples: 

• Employee is a self-motivated, high performer who thrives in an independent work environment, and is not needed onsite for projects or team activities
• Employee possesses skills critical to unit functioning, but can be performed off Grounds
• Employee’s job duties require them to be in a specific remote location

When you are not physically in the office to influence spontaneous informal communication, you must be intentional about weaving it into your day.

• Schedule regular coffee chats with people using a video conferencing technology like Zoom, WebEx, or Microsoft Teams.
• Create regular co-working video conference rooms that you and your teammates can work from.
• Talk about what you normally would. If sports, vacation plans, and movie reviews are common water-cooler material, work with your team to establish a chat channel to discuss things outside of work. The medium may be different, but the connection is the same.
• Be an advocate for yourself and be proactive about scheduling regular meetings and check-ins with your teammates and manager.
• Consider using technology-based project management tools such as Trello or Microsoft Planner to share project progress with your team in an always visible and accessible way.
• Remember to not place Highly Sensitive Data (HSD) (as defined by the University Data Protection Standard) in any shared space other than those specifically approved for HSD.
• Think of communication as asynchronous by default.
  • Today’s world may be always on, but that does not mean that it is the expectation that you should always be online or that you will miss important discussions because you are offline.
  • While we have the technology to support the connectivity issue, conversations between team members, particularly using chat tools like Microsoft Teams, can quickly become fragmented and difficult to follow later on.
  • Be more intentional with any communication and instead of reacting in real-time to debates or topics that are not time-sensitive, gather and refine your thoughts in writing, allowing those not currently online to catch-up and contribute when they’re next online.

Balancing your work between locations, and working remotely more generally, requires high amounts of self-discipline and accountability. It is easy to let our work be structured by meetings and not our mission. That is, we might view the phone or web meetings on our calendar as the big items of our day instead of seeing our most pressing or largest projects as our biggest priorities. After you conduct a weekly review of the projects that are most pressing, these suggestions might help.

• Identify the three biggest project tasks you need to complete each day (not including meetings).
• Make a commitment to complete these tasks and deliver results to another person (manager or colleague).
• Check in for a follow-up after making the delivery. Have a proactive conversation with your team and manager regarding how you will each report out on project completion. Will it simply be an email? Will it be a daily update on a communal page (i.e. Microsoft Teams channel, Planner, virtual Kanban board). Establish clear expectations on how you will communicate your progress with your manager and team and how often you will communicate it.
• If you have to miss or move a deadline, communicate the reason for the shift immediately and commit to a deadline you can meet.
• Have a proactive conversation with your manager and team regarding your work schedule. One of the flexible elements of a hybrid design is the ability to work during slightly different hours than what have historically been thought of as working hours (i.e. 9am-5pm). Establish your core working hours with your manager and team to ensure they meet operational needs but give yourself permission to fully unplug outside of those hours. The ability to disconnect from work (especially when working from home) allows your brain time to re-energize and ultimately do your best work.

Being your most productive depends on several factors, but they are all based on you and your unique approach to work. When designing your productivity plan, consider the following questions:

• What time of day are you the most focused?
• What does your ideal work environment look like? Does it vary based on the task?
• What days of the week are you most efficient?
• What days will your family members/roommates be home?
• When will your colleagues be in the office?

Once you know the answers to these questions about yourself, it is easier to set up your schedule, plug in your daily tasks, and have a conversation with your manager about which tasks are best suited for each setting. Be cognizant of the fact that what works in the office might not work at home and vice versa. It will take you a little time working in both settings to set up the best situation for you, your team, and your manager.

A crucial part of working remotely, even some of the time, is setting up an ergonomic, productive, and fulfilling home office or remote workplace. These are some of the elements of an optimal home office: good internet speed, large external monitor, comfortable chair, dedicated desk space, good lighting.

Define Boundaries

• Find a stress-free zone where you can concentrate. If you don't have a separate room, find an area with minimum traffic flow or a corner of a room off from the main area.
• Set tight physical boundaries around your designated workspace that is off-limits for housemates.
• If possible, only go to your designated space when you need to work.

• Like any change, this transition can create stress, so increase your attention to self-care/stress management. This will build immunity and support your mental health.
• Recognize that there will be a spectrum of emotions as people return to Grounds. Some people are very excited to be back, others may be coming to terms with it while others may be somewhere in between. Some will feel greater comfort with proximity while others may need more space. Respect your coworkers’ boundaries and be accepting of differences.
• Focus on what is within your control. Continue to do what you can to protect yourself and others.
• Embrace the return to structure. If possible, practice your work routine at home before physically returning. Structure and routine can provide a sense of predictability and ease anxiety.
• Give one another grace. Guidance can, and has, changed as new information is discovered and shared. Assume positive intent.
• Consider increasing physical activity as a moderator of stress.
• Watch for signs that you or your co-workers are struggling. These might include missing deadlines, increased absences, irritability or anger, difficulty concentrating, making decisions, or making work transitions. Routinely remind one another about resources for mental and emotional health:

Resources:

• UVA Faculty and Employee Assistance Program (FEAP): Contact FEAP for consultation and to get help with the transition back to work.
• UVA Hoos Well:  Resources to help with all aspects of wellness, including Hoos Well’s Mindful Leadership Training program.

Enhance Productivity in a Hybrid Work Environment

Leading Virtual Meetings

This webpage does not cover the following types of flexwork agreements:

• Disability accommodations: Flexwork requests as a disability accommodation must follow the process outlined in the UVA’s disability accommodation policy.
• Flexwork agreements that pre-date the COVID-19 emergency: It’s highly recommended that all agreements be updated using the new flexwork agreement form.

Employees may request a termination of their Flexwork Agreement at any time unless working remotely or being on an alternate schedule was a “condition of employment” at hire. 

Employees may also request a modification of their Flexwork Agreement.

Employees requesting termination or modification of a Flexwork Agreement will need to work with their supervisor to agree on terms that work for both employee and the University. 

Note that the supervisor may terminate the employee’s participation in flexwork at any time. Flexwork Agreements/arrangements may be withdrawn for reasons to include, but not limited to, business need, declining employee performance, and organizational benefit. Two weeks’ notice to the employee is recommended when feasible.

The employee provided with University equipment agrees: 

1. To protect such equipment in accordance with University policies. (The employee may be under financial liability for the loss or damage of University equipment if the loss or damage results from negligence, intentional act, or failure to exercise reasonable care, safeguarding, maintenance, or service of this equipment.) 
2. That University-owned equipment shall be serviced and maintained by the University or a University-approved vendor. (Using a private vendor may subject the employee to disciplinary action.) 
3. To promptly return any University-owned equipment upon termination of the Flexwork Agreement plan.
4. That the University assumes no liability for damages to an employee’s personal or real property during performance of official duties or while using University equipment in the employee’s residence. 

The employee is responsible for service and maintenance of their own equipment.

The University assumes no liability or responsibility for operating costs, home maintenance, or any other costs (e.g., utilities) associated with the use of the employee’s residence. Regarding office supplies, employees must obtain approval for reimbursement from their supervisor prior to purchasing any item (out-of-pocket expenses) for use at the remote work location.

The same approved safeguards that apply on Grounds apply at remote working locations. All employees, regardless of work location, have an ongoing obligation to protect University information from unauthorized disclosure or damage, in accordance with University policy.

• Employees are also required to comply with federal, state, and University policies and procedures regarding the disclosure of public and official records.
• Work done at the employee’s remote worksite is regarded as official University business.
• All records, documents, and correspondence, in written or electronic form, must be safeguarded for return to the University.
• Release or destruction of records should be done with the knowledge of the employee’s supervisor and in accordance with applicable state and University policy and procedure.
• Electronic/computer files are considered University records and shall be protected as such.

See UVA Policy IRM-003: Data Protection of University Information, Protection of Highly Sensitive Data standard, and Protection of Highly Sensitive Data procedure.

It is University policy that any highly sensitive data stored on personal electronic devices and or media shall require the approval of the appropriate Vice President or Dean as part of the required submission of a policy exception. See Highly Sensitive Data Protection Standard for Individual-Use Electronic Devices or Media.

They are the same as if you were working on Grounds.

An employee with a Flexwork Agreement will:

1. Comply with all federal and state laws and applicable University policies and procedures.
2. Meet with the supervisor to receive assignments; discuss how routine communication between the employee, supervisor, co-workers, and customers will be handled; and review completed work as the supervisor deems necessary.
3. Complete all assigned work according to work procedures mutually agreed upon by the employee and the supervisor, and according to guidelines and expectations stated in the employee’s performance plan.
4. Notify the supervisor immediately of any situation which interferes with your ability to perform the job; and
5. Limit performance of your officially assigned duties to the central workplace or University-approved remote work location during agreed upon work hours.

The supervisor will evaluate employee’s job performance according to the employee’s performance plan. The supervisor and employee will complete the review schedule and process information to outline review schedule outside of the annual employee performance plan.

You are required to keep your permanent address information updated in Workday. To make certain your address is listed correctly in Workday, go to Workday > Personal Information. There you can view or change your home address. To make an update, click on Contact Information > Edit and update your home address.

There are tax implications and other legal requirements that require us to have your permanent home address on file. Additionally, benefits information is mailed directly to employees.

Yes. One of the things you can do, with the approval of your supervisor, is determine your work schedule.

The Employee:

1. Agrees to apply themselves to their work during assigned work hours and to maintain at least the current productivity and quality levels at the remote work location.
2. Acknowledges that schedule changes may be made at the discretion of the supervisor and that the operational needs of the University shall take precedence over the desire for flexwork options.
3. If a non-exempt employee, agrees to obtain prior approval before working overtime and understands that supervisors will not accept unapproved overtime work; and
4. Agrees to follow established unit procedures including obtaining supervisory approval in requesting and obtaining approval of leave.

The Supervisor:

1. Agrees that procedures are in place to document the work hours of the employee while working at the remote work location and to ensure compliance with the Fair Labor Standards Act; and
2. Will discuss with the employee their status during emergencies or weather-related closings affecting the central or remote work locations. All salary rates, leave accrual rates, and travel entitlements will remain as if the employee performed all work at the central workplace. All authorized overtime hours will be compensated in accordance with applicable law and University policy.

Generally, yes. If internet access is available and secure, employees approved for remote work and with a Flexwork Agreement in place may work from any location within the United States if approved by their manager. Be cognizant that Flexwork Agreements can be changed at any time unless working remotely was a condition of employment at hire.

The University prohibits flexwork outside the United States (which includes the 48 continental states, Alaska, Hawaii, and the District of Columbia).

Additionally, because there may be legal implications triggered based on work location such as payroll tax deductions, unemployment taxes, etc., we encourage employees to discuss their work location with their supervisor if employees plan to be working away from their permanent home address for an extended period.

All employees are required to maintain an accurate record of their permanent home address in Workday.

It is up to the Department to determine what, if any, costs related to commuting they will cover for remote employees. Human Resources encourages Departments/Units to communicate to employees whether and to what extent the Department/Unit will reimburse employee travel expenses when a remote employee is required to be on Grounds.

An Alternative Work Schedule (AWS) is a work arrangement in which supervisors direct or permit employees to work a schedule that differs from the standard 40-hour workweek schedule particularly with regard to starting and departure time, without altering the total number of hours worked in a workweek. This may include, but is not limited to, flextime, compressed schedules, and rotational or fixed shifts. 

All flexwork arrangements (whether based on physical location where work takes place or based on a work schedule) are documented in the Flexwork Agreement. Flexwork Agreements will be retained in the department files. Note that Alternative Work Schedules may have residual impacts on leave. To avoid any timecard, pay, or leave discrepancies, the supervisor and department head are responsible for ensuring that the Human Resource Management System (HRMS) is appropriately updated to reflect the approved schedule. 

Alternative work schedule options include, but are not limited to:  

• Individualized start and end times that remain constant each workday 

• Individualized start and end times that vary daily, however, the same number of hours are worked every day  

• Adjusted meal break balanced by increased/decreased hours at the beginning/end of the day  

• Compressed work week (a full work week is condensed into fewer than five days)  

All Flexwork Agreements, including alternative work schedules, are determined on a case-by-case basis with final decisions resting with the supervisor and department head.  

Yes. Alternative work schedules can be rescinded by supervisor or employee at any time.  

All such arrangements are voluntary on the part of the employee (unless written into the position description) and require supervisor approval.  

Any alternative work schedule should support or enhance office or department mission. Office functionality and customer service must not be compromised. A trial period may be used to determine if the alternative work schedule is likely to be successful long-term. If the alternative work schedule is not meeting needs of the department or employee, the agreement should be terminated. 

No. An alternative work schedule does not impact terms of employment and the same rules apply.  

• Performance expectations and evaluations will not change as a result of alternative work schedules.  

• Conditions of employment will remain the same, and expectations should be clear and measurable. 

• Supervisor will evaluate employee’s job performance in accordance with applicable performance planning and evaluation, and probationary policies.  

• Salary and benefits will not be affected.  

• A Flexwork Agreement with an alternative work schedule does not automatically transfer with an employee who moves to a new position, nor will it automatically apply when a position previously performed on an alternative schedule is assumed by a new employee. 

• The required number of work hours will not change. 

• Employees are responsible for reporting time worked, leave used, and for adhering to university and state attendance policies. 

• Employees working alternative work schedules will be treated no differently than those working regular work hours.  

• Any overtime must be approved by supervisor. Failure to do so may result in termination of the flexible work arrangement and/or disciplinary action. 

Leave is recorded based on the documented alternative work schedule (e.g., If the employee is scheduled to work a 10- hour day and calls in sick, they must record 10 hours of sick leave).  

The employee must obtain supervisory approval in accordance with established procedures for requesting and obtaining leave.  

Employees receive 8 hours of pay on paid holidays.  

An employee whose usual workday is longer than 8 hours must either use leave to cover the additional hours or work another two hours during the remainder of the work week to make up the time. (e.g., If an employee usually works four 10-hour days and Monday is a holiday, the employee will receive 8 hours of holiday leave for Monday. The employee may use 2 hours of eligible PTO to cover the additional two hours or may work an extra ½ hour each of the remaining 4 days of the week to make up the two hours.)  

In the case of an authorized closing, such as for inclement weather, the employee will receive authorized closing hours equal to the number scheduled. (e.g., If the employee is scheduled to work 7 a.m. to 6 p.m. and the university closes at 1 p.m., the employee receives 5 hours.)  

A meal break of at least 30 minutes must be provided to employees working more than 6 consecutive hours. It is NOT included in hours worked.  

The supervisor may require employee to take up a meal break of up to 60 minutes.  

Days out of the office must be approved by supervisor, and must allow for necessary office coverage (i.e., not exclusively Mondays and Fridays).  

For non-exempt employees, alternative hours worked must be recorded in the same way as standard work hours. 

Human Resources recommends a trial period (e.g., one semester or three months) for a new alternative work schedule (AWS). Upon completion of trial period, employees and supervisors should discuss the success of the AWS from each of your perspectives. Revisit the AWS at least annually. If the AWS is working effectively, work together to renew it.