FHSU Staff Workflex
What is Workflex?
WorkFlex is the name of FHSU’s flexible work program for staff. FHSU WorkFlex is simply rethinking when, where, and how work gets done. The information provided throughout the FHSU WorkFlex webpages is designed to acquaint employees with new ways of working and to assist both employees and supervisors with the decisions needed to implement work flexibility that is mutually beneficial. As employees think about their needs for flexibility, strong consideration of the university’s and department’s or college’s mission, goals, and customer service requirements must drive this process.
Remote Work Policy
https://www.fhsu.edu/policies/human-resources/2023-09-workflex-policy.pdf
Explore FHSU Workflex
An agreement established between an employee and supervisor wherein the number of hours worked in a scheduled workday is different than the customary schedule. Flex time is not an ongoing arrangement but rather an infrequent approval. An approved flex time arrangement does not alter the total number of hours in a work week. Flex time must be approved by the supervisor prior to the employee using the Flex time.
Flex time must be conducted within the same work week(Sunday, 12:00AM – Saturday, 11:59PM).
An arrangement that permits variations in starting and departure times but does not alter the total number of hours worked in a work week. Employees must seek manager approval and then enter the approved Alternate Work Schedule in “Workday – Work Schedule.”
A compressed schedule where the total number of hours expected to work each week are conducted in less than five full workdays. The most common compressed schedule is four 10-hour workdays per week. Employees must seek manager approval and then enter the approved Compressed Schedule in “Workday – Work Schedule.”
An arrangement to work at home or another offsite location, for a specified number of hours per week, and for a preset duration. It may be either 100% remote or partially remote (hybrid). Requires a remote work Suitability Assessment Form and a Remote Work Agreement.
An example of hybrid remote work arrangement is an employee who works on campus three days a week and works from home two days a week.
A periodic arrangement or a short-term request requires documentation but not a Remote Work Agreement. Arrangements must be approved by the supervisor and reviewed by the HR Director prior to the employee entering into a Periodic/Intermittent Remote Work Arrangement. Does not require a remote work Suitability Assessment Form or a Remote Work Agreement.
An example of a periodic arrangement is an employee who will work from home one day a month for the next three months.
An arrangement for short-term illnesses, emergencies, natural disasters, or pandemic health crisis. Work directly with the Human Resource Office on required documentation. Remote Work Agreement not required.
WorkFlex Guiding Principles
Flexible work at the University is guided by a core set of principles, which are further explained below:
- University Mission and Organizational Culture: Create arrangements that align with FHSU’s values, mission, and vision statements.
- Excellent Service: Maintain the highest level of service to our students and other stakeholders. A flexible work arrangement should not cause an ongoing net hardship or lesser experience for colleagues, students, or partnerships.
- Effectiveness: WorkFlex should be cost-neutral and maximize effectiveness/productivity.
- Creativity: Develop creative solutions that evolve over time to engage our workforce, community and enable collaboration.
- Employee Well-Being: Address unique needs and challenges of our workforce by providing varied flexible work arrangements. Offer equitable compensation and benefits.
- Training and Support: Provide guidance and development opportunities to strengthen and evolve our ability to support flexible work arrangements for employees and supervisors.
- Balance: Maintain a balance between the employee and the work of the collective. Supervisors will evaluate the position, department/office priorities, employee’s suitability for flexible work arrangements, and the overall impact on stakeholders.
- Transparent: Create well-designed policies to suit a variety of university stakeholder circumstances. All evaluation criteria, necessary documentation, and approval processes should be clear, equitable, and well-communicated across all University divisions.
- Equitable: The process for evaluating flexible work requests is a transparent assessment process. Assessment criteria include but are not limited to:
- Requirements of the position.
- Priorities of the unit.
- Individual’s ability to successfully perform the work.
- Likelihood of success in the requested flexible work arrangement.
- The potential impacts of the flexible work arrangement on co-workers, customers, and the overall department.
- Diversity & Inclusion: Foster a diverse and inclusive culture that enables us to be agile, attract and retain talent, and solidify FHSU as a reputable and leading employer in higher education. Also, to create a sense of belonging for employees who live and work across multiple distributed locations.
General WorkFlex Questions
Am I a good candidate for exploring one of the WorkFlex options with my supervisor. What factors should I consider in conversation with my supervisor?
- Position Suitability: Not all types of WorkFlex will be suitable for every position. Positions may be ineligible to participate due to the nature of the specific work location, equipment, and schedules (e.g., critical infrastructure workers). Some positions require an on-campus presence to serve students and stakeholders. These positions require the employee to work on campus at specific times and shifts. It may involve tools, equipment or other apparatus that are needed to remain on campus.
- Employee Suitability: WorkFlex should be considered only for employees:
- Whose documented performance is satisfactory or performance rating on their last evaluation is at least satisfactory or above.
- Who works effectively with minimal supervision.
- Who have a full understanding of the operations of their office/department.
- Who are able to establish priorities and have demonstrated effective time management habits.
- Initially hired into a remote work arrangement with suitability assessed in the interview process.
- Department Needs/Team Effectiveness: Management will need to consider what the potential benefits of WorkFlex are to the office/department. Considerations may include such components, but are not limited to:
- Increased productivity
- Quality of work
- Reduced absenteeism
- Improved support for recruitment and retention
- Reduced overhead cost and office space needs
- Improved employee morale
Who initiates a request or takes primary responsibility for exploring WorkFlex options?
- Either the employee or the supervisor may suggest a remote work arrangement. The employee and the supervisor are encouraged to discuss their needs and to work together to develop the best possible arrangements for their situation
FAQs specific to Remote Work
Are there suitability guidelines specifically for Remote Work?
Yes. The following are Remote Work suitability factors, but are not limited to: Business need/benefit
- Position suitability
- Employee suitability
- Supervisory conditions
- Team effectiveness
What positions at FHSU qualify for a remote work arrangement?
Each remote work arrangement is evaluated on a case-by-case basis. Characteristics of positions that may be considered suitable for remote work include:
- Jobs that entail working independently.
- Minimal interaction with internal and external contacts.
- Limited need for access to equipment and/or materials.
What is the purpose of the Remote Work Suitability Assessment?
The purpose of the Remote Work Suitability Assessment is to assist supervisors, managers, and unit leaders in thinking through relevant considerations to ensure effective remote work decisions.
What is the purpose of the Remote Work Agreement Form?
The agreement documents details about the remote work arrangement including work location, job duties and work schedule. In addition, it specifies operating parameters and acknowledgments unique to the working arrangement. Finally, it documents approvals and agreement of all parties including the employee, supervisor and other signatories as needed.
Who is responsible for submitting the Remote Work Suitability and Agreement forms?
Supervisors are responsible for submitting the Remote Work Suitability and Remote Work Agreement forms.
Can two locations be listed for the remote work location on a Remote Work Agreement form?
No. For payroll tax purposes, the employee must choose one location.
Do Remote Work Agreement forms require an end date?
When a Remote Work Agreement is completed, the form does require an end date. It is recommended that supervisors review the remote work arrangements on an annual basis to evaluate the success of the arrangement.
Under what circumstances can a supervisor change or terminate a remote work arrangement?
The supervisor can terminate or amend the agreement based on a number of reasons, including operational changes, staffing changes, leadership changes, performance, etc. If the termination or change to the arrangement is involuntary, the supervisor must provide notice in writing to the employee within ten working days.
What happens if an employee with a remote work arrangement transfers to another department?
An established remote work arrangement exists between the employee and supervisor within their respective college/unit. An employee who transfers to another college/unit would need to go through the remote work approval process in their new college/unit. A new Remote Work Suitability Assessment and Remote Work Agreement form would need to be completed.
Is a request for a disability accommodation determined under the remote work policy?
No. All requests for disability accommodation should be directed to the HR Office.
While working remotely, on occasion, I may need to return to campus to conduct business. Can I be reimbursed for mileage between the identified work location on my approved agreement and campus?
It depends on if you are working 100% remotely or partially-remote (hybrid). As per the policy, for a 100% remote work arrangement that is considered a regular, recurring remote work arrangement, the university will reimburse employees for travel to and from their identified campus location if the distance exceeds a 60-mile radius and is authorized within the remote work agreement. Mileage reimbursement will not be considered for hybrid, periodic, intermittent, or temporary remote work arrangements.
My remote work location is my home. What happens if I have an accident while working remotely?
If the employee’s remote work location is at home, the employee is required to maintain safe conditions in the work area. Any work-related incidents or injuries should be reported in the normal manner. Incidents will be reviewed by the State Self Insurance Fund to determine if they are compensable under workers compensation. Information regarding incident reporting can be found on the Work Related Injuries webpage.
What is the process for a supervisor to advertise for a vacant position which offers the possibility for remote work?
If a department would like to hire for a remote work position, the supervisor should complete the Remote Work Suitability Assessment. Once appropriate approval is obtained, the supervisor can work with the FHSU Recruiter in the Human Resource Office to begin the recruitment process.
What do I do if my internet service is disrupted while I am working at a satellite work location?
As per the policy, employees shall promptly notify their supervisor when unable to perform work assignments due to equipment failure or other unforeseen circumstances. The employee may be assigned to another project and/or work location.
Are there Technical Service resources available?
Yes. Information regarding Technical Service resources can be found on the following links:
I have a 100% remote work agreement and inclement weather has been declared. Am I eligible for inclement weather leave?
No. If inclement weather is declared on campus or a FHSU work location, an employee who is working at a remote work location is not eligible for inclement weather leave.
I have a hybrid remote work agreement and inclement weather has been declared. Am I eligible for inclement weather leave?
If you are scheduled to be on campus the day inclement weather is declared, you would be eligible for inclement weather leave. If you are scheduled to work remotely on the day inclement weather is declared, you are not eligible for inclement weather leave.
I have a 100% or hybrid remote work agreement and am scheduled to work remotely on the day inclement weather is declared. All my childcare options have also closed due to weather, and I am unable to work remotely. How do I report my time?
Employees must use appropriate accrued leave.
When thinking about managing employees using flexible options, keep in mind that employees are looking for the following four basic things from supervisors:
- Ask what they think and let them know their opinions and suggestions are valued.
- Let them know what is expected of them under a WorkFlex arrangement.
- Saying something positive about their work and their contributions to the team.
- Share any information that will help them be successful in a WorkFlex arrangement.
These four simple steps are about communication that creates trust and clarity. These are proven ways to improve engagement and retention among staff. For each conversation with an employee, think about these four items. Also, think about how often these conversations with the employees who are using WorkFlex options happen. Employees are concerned about being out of sight and out of mind when it comes to requesting a flexible schedule, so having frequent conversations that cover these items will help them stay connected to the work, to the team, and to the supervisor. At a minimum, schedule a 15- or 30-minute biweekly connection point to have these conversations.
Engage your team in collaborative WorkFlex discussions. An open and honest discussion of what may or may not be possible in any given work setting can help to head off unrealistic expectations. It allows the whole group to weigh the pros and cons of given options, and to problem-solve together how they might work as a team to create a flexible work environment that benefits all parties.
Things to discuss as a team:
- Setting schedules to ensure coverage.
- Identifying core hours where everyone is available.
- Determining meetings or activities that require in-person attendance.
- Figuring out how to collaborate and communicate online.
- Establishing protocols for changes and requests
While flexible work arrangements will be grounded in the business needs and other suitability factors, FHSU is committed to equity, fairness, and consistency in the implementation of WorkFlex and more specifically requests for remote work. Given the complexity of determining suitability; remote work opportunities are very unlikely to be exactly the same, even for similarly titled positions.
The suitability assessment process will ensure that each opportunity is evaluated through consistent criteria while recognizing the differences between each request. Decisions will be based on a comprehensive evaluation of the opportunity and will include oversight from Executive Leadership to ensure objective and equitable outcomes.
Modifications to the WorkFlex work arrangement should be documented in the supervisor’s employee file. If the modification is a new Remote Work arrangement, a new Remote Work Agreement must be completed in Workday. The employee should be informed at least 10 business days before the modifications take effect.
As with any other employee, if an employee with a WorkFlex arrangement is having performance issues, the supervisor will need to talk through the issue with the individual and define some way to measure improvement. Determine if the performance issue is related to the employee’s WorkFlex arrangement. If so, in what ways?
Once the employee and supervisor can identify possible causes of the problem(s), the supervisor and employee should work together to improve performance. The supervisor can also change the WorkFlex request and require the employee to return to “regular” office hours and/or location until the performance issue is addressed. The Human Resource Office can assist with addressing performance issues.