COE Flexible Work Arrangement GuidelinesThis section outlines the guidance for managerial decisions around flexible work arrangements (FWA), including telework, for classified and A&P staff. Decisions are made on a case-by-case basis, to ensure that academic excellence is maintained in supporting both the instructional and research mission of the college. Decisions must always factor in the customer experience for students, faculty, staff, donors, and others and the business needs of the unit. Managers must consider the function of the unit, the nature of the position, the location of work, and the capabilities of the employee when making these decisions. Maintaining Excellence and CultureEvery decision around work-from-home experiences must consider maintaining our excellence in serving our customers. Some functions are best handled in the office, while some are best performed remotely, and others can be equally effective in either environment. Managers must make these decisions in context with training new hires, personal interactions, teambuilding, collaborative activities, sense of community, and recruitment and retention of staff. To support a more remote work environment, it may be necessary to redefine processes/procedures as well as identify new expectations and etiquette for operating remote technologies. Managers should work with employees to establish expectations and boundaries around certain aspects of working remotely such as work/life balance and constant availability. Managers should also recognize the proximity of in-person staff being tasked with things remote workers would not be tasked with due to in-person availability. Employees and managers should maintain the same level of professionalism regardless of technology or work location. Managers and employees should closely adhere to the core rules of netiquette, or network etiquette. Nature of PositionWhen deciding if flexible work arrangements/telework would be a good fit for the position, it is important to think about the attributes of the position. First, review the FWA tips and tools on central HR’s website to help determine if a position is appropriate for FWA. Next, consider the environment of where the position functions, and whether its primary purpose is to serve instruction, research, or administration. Finally, reflect on the specific job duties of the position. Some positions are student-facing, others are faculty- or staff-facing. Some positions engage with the public while others perform back-office duties. Examine whether job duties require in-person work (such as reception or facilities) or where duties previously done in-person can now be done remotely. Work LocationWhen reviewing a telework request, managers should consider the space in which the employee will work. The employee should have an available, dedicated workspace in their personal dwelling in order to telework. The employee should not use personal computer equipment while working remotely, and should follow appropriate ISO protocols & policies to ensure the protection of university-owned data and equipment. The employee and manager will agree on the workplace location, job duties performed remotely and in-person, how they will meet ISO security requirements, and the protection of confidential data via the UT Flexible Work Arrangement Form (PDF). If the employee requests to work remotely at a location that differs from their designated remote workspace, they must obtain approval from their manager in advance of that change. If not approved, the employee must either work from the designated remote workspace, come into the office, or use accrued leave. The employee is responsible for completing all timesheets in accordance with UT leave policies. Who Is in Your SpaceTelework is not a replacement for appropriate dependent care or other responsibilities of an employees’ personal life. Supervisors may require modifications to FWA plans, with reasonable notice, to adjust for non-work/personal responsibilities based on the unit’s business needs. The employee should use existing accrued leave in accordance with UT leave policies as needs arise. UT employees meeting certain qualifying reasons and eligibility are entitled to up to 12 weeks of unpaid, job-protective leave: Family Medical Leave. Employees may also seek accommodations via the Center for Equity and Inclusion. In the instances where accrued leave, FML, and/or accommodations would not apply, the employee should discuss the situation with their manager to find a solution on a case-by-case basis given the nature of position and needs of the unit. The manager should verify the employee is working their designated scheduled weekly hours. If the employee is unable to work their scheduled weekly hours or unable to perform their job duties, then the manager should consider a temporary or permanent reduction in hours and/or revoke the FWA agreement. PerformanceSome individuals are better suited for work-from-home experiences than others. Performance standards and measures must be monitored closely by management. Performance improvement must be managed regardless of workplace location. Performance issues may result in the revision or cancelation of the work-from-home arrangement for the employee. If performance concerns arise, consult Strategic Workforce Solutions. Hours of DutyEach full-time employee should have a defined workday which should include start and stop times for completing their normal 8 hours of work. In-person employees must cover the standard open office hours of 8 AM to 5 PM, with the ability to flex between 6am to 7pm. Work-from-home hours should be scheduled around supporting business and customer needs of the unit. Compressed schedules (4 days X 10 hours) or nights/weekends/on call/seasonal needs may be appropriate and/or required for certain positions. If working remotely, the employee must adhere to the work schedule outlined in the employee’s UT Flexible Work Arrangement Form (PDF). Managers may require employees to deviate from the agreed upon work schedule as last-minute/emergency business needs arise. Managers shall make every effort to provide reasonable advanced notice to attend in-person required activities. Recruiting and RetentionFlexible work arrangements (FWAs) are a business strategy that can help employers recruit and retain talented employees. Flexible work arrangements can lead to greater work-life balance, which in turn may lead to greater employee satisfaction, fewer unscheduled absences, increased retention, enhanced individual performance and increased business productivity. The decision to offer flexible work arrangements could have an effect on recruitment and retention. Managers should consider the varying factors (internal and external to UT) that could impact recruitment and retention. FacilitiesIf units decide on hybrid remote work, managers must consider redefining how they allocate space. Teleworking can reduce the number of staff workspaces needed for each unit. Managers can use various forms of alternative space options, including but not limited to: shared office space, hoteling, private conference space, and/or break-out rooms. No major shifts of office assignments or space renovations should occur without prior approval. Please consult with your local facilities manager for space allocation needs. Equipment, Technology, and Supplies- Employees should have no more than one primary on-site work space and one unit-issued computer.
- Units should determine what equipment and technology may be taken to, or purchased for, remote telework offices, versus retained exclusively onsite. Technology location changes must be communicated to the Information Technology Office.
- CSUs should follow appropriate business procedures in the acquisition and management of required equipment and supplies involving remote work (e.g., inventory controls, data security standards, UT procurement rules, and COE technology procurement policy).
- Consider equipment costs, employee income, required duties, equity, and inventory requirements when deciding to issue items to employees.
- University funds may not be used to renovate remote offices and workspaces.
- Units should maximize the use of digital business tools such as DocuSign, Microsoft Teams, and UT Box to facilitate efficiency.
- Employees are responsible for providing internet connectivity and mobile service that allow them to work effectively from a remote location.
Parking- Employees must pay for their own parking.
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