Flexible Work Arrangements- Information for Supervisors

Since the start of the pandemic, our goal has been to safely welcome as many people on campus as possible to work and learn. Decisions about when and how to increase the number of people on campus to work and learn have been, and will continue to be, driven by public health guidelines. 

• In March 2020, that meant transitioning most of our employees to remote work. 
• As we have learned more about the virus and how it is transmitted, we have developed and implemented policies, procedures, and mitigation strategies that have proven effective in limiting the spread of COVID-19. 
• We have also shown we can respond nimbly to challenges and adjust as needed, and we are prepared to continue doing so for as long as necessary.  
• The way we look and operate today is neither how we did pre-pandemic nor how we looked in AY22/23 and beyond. 

The Stetson University experience is not transactional. It is driven by relationships and community that sometimes cannot be replicated through a screen.  However, we have also found that some of our students need service beyond traditional times and methods, and we have found new ways to provide high-level service remotely. 

• Our students, both current and prospective, are asking for and need our support and services.  
  • This may directly affect both our retention of current students and our ability to tell our story well to those students considering Stetson. 
  • Students have responded indicating that they long to connect and engage in the community. 
• While not every employee works directly with students, each person plays an important role in supporting the work of the University. 
• Our working community will not look the same as it did before the pandemic.  Flexibility and understanding will be key to our success.
• It takes everyone working together to drive the successful outcomes our students are known for. 

Scheduling and Flexible/Hybrid Work

We know that many still need flexibility to navigate distance learning and other pandemic-related scheduling issues.  

• You know your areas best. Work with your team to develop schedules and solutions that allow your department operations to run as efficiently and effectively as possible. 
• Assess your operations.  Are some responsibilities best performed with a hybrid schedule?  Are there efficiencies gained? 

When the pandemic began, the University had to quickly transition to remote work.  

• While this was an important step in limiting the spread, we had no idea how it would change our workforce. 
• We are a customer-service-based organization, and our campus experience requires the highest level of support for student and business needs.  Not all students are the same, nor should we serve them the same way. 

Working a flexible/hybrid arrangement will be considered on a case-by-case basis, driven first and foremost by the needs of the University to support student success and the effective operation of Stetson University, while balancing the needs of the employee. 

• We ask to review hours, services, and service delivery strategies to determine how best to meet the needs of all our student populations. 
• While we were able to have a large portion of our employees work remotely to help protect our community's health and safety during the critical stages of the pandemic, this is not the ideal way to deliver most of our services.  However, through careful analysis, we will see change in some areas if flexibility provides for an effective mode of operation. 
• The nature of a University campus is to create and foster a vibrant, active community for all. We achieve this best by working together and creating the community experience collaboratively. 

Employees should discuss the opportunity with their supervisor. The Employee will then initiate the Flexible Work Arrangement Request Form and have it evaluated by the supervisor according to the document instructions. Upon agreement of the proposed request, a Flexible Work Arrangement Agreement must be completed and accompany the request form. This agreement establishes the specific conditions that apply to the employee's working situation. The agreement must be approved by the employee’s supervisor/Department Head, the VP, Dean or Athletic Director, as appropriate, and the Director and/or Associate Vice President for Human Resources prior to the start of the FWA. This agreement may be modified or terminated due to performance concerns, changing operational needs, or any other non-discriminatory reason. The employee may also terminate the agreement at any time unless it was a condition of employment.

Flexible Work Arrangement Request Form

Flexible Work Arrangement Agreement

In general, positions that are primarily student-facing or require on-campus service, like facilities, public safety, and others, are not eligible for hybrid or remote work.  While not all positions can be remote or hybrid, there is opportunity for greater flexibility to be built into the workday.

Each request is evaluated on a case-by-case basis regardless of exempt/non-exempt status. . Characteristics of positions that may be considered suitable for remote or hybrid work include:

• Jobs that entail working independently.
• Positions that are not student- or customer-facing.
• Minimal interaction with internal and external contacts.
• Limited need for access to equipment and/or work materials in the office.

Suitability for remote work is determined through a collaborative process which considers multiple factors.  The job must be able to be performed without outside assistance or interference with department operations. As a reminder, non-exempt employees, regardless of work location, must record hours worked through the department’s official timekeeping system. 

Yes. Although some employees had modified work arrangements before the Flexible Work Arrangement policy in July 2022, the FWA Request and Agreement forms must be completed and submitted for emergency management, accountability, and basic operational needs. As a reminder, ADA accommodations are not the same as FWAs and should go through the accommodations request process.

Use the FWA policy to review expectations and ascertain whether the employee and position are a good match for an FWA setting. Remember, each arrangement is case-by-case. As a supervisor, ask: Can the position continue to perform best in a new setting and provide the needed level of service?  If yes, have a conversation with the employee about expectations and FWA.  If, however, having multiple employees working an FWA in one setting is not operationally effective, the parties could discuss a coordinated, flexible schedule.

Ongoing communication around responsibilities and expectations should continue whether in an FWA or in-person format.  If productivity is not at the desired level, a conversation should occur, with documented expectations providing an opportunity to correct it. 

Yes. Under certain circumstances, approval may not be warranted. (i.e., documented performance concerns, productivity, etc.) 

No. If inclement weather is declared at a campus work location, an employee who is working remotely at another location is generally not eligible for inclement weather leave and/or pay.

Yes. Supervisors may require employees to report on campus for work-related meetings or other events. When available, we encourage dual modality of Teams and/or Zoom to be offered, though this may not always be possible or ideal.

Yes, we may need to explore operational needs and payroll tax implications. Even temporary changes must be documented through an FWA Agreement.

No. For payroll tax purposes, the employee must provide one location.

An established FWA exists between the employee and supervisor within their respective roles. An employee transferring to another position must go through the FWA approval process. A new FWA Agreement form would need to be completed. 

No. All requests for disability accommodations go through the interactive process and involve the employee, supervisor, and HR Director. For questions regarding the accommodation process, contact the HR Director at your respective campus.  

The employee must maintain safe conditions in the work area and adequate homeowners, renters, or commercial general liability insurance.  Report any work-related incidents or injuries through the Workers' Compensation Reporting Process. We will review incidents to determine whether they are compensable under workers' compensation. 

Yes, this work arrangement may be terminated, and a traditional campus work arrangement be made by either party, unless the work location is a condition of employment.  Reasons for termination may include operational changes, staffing changes, leadership changes, performance, etc. If the termination or change to the arrangement is involuntary, the supervisor must provide written notice and submit a copy to Human Resources.

Please encourage the employee to contact Human Resources.  Human Resources will discuss the situation further with the employee and supervisor.  We will discuss each situation on a case-by-case basis.  Once all parties have made a final decision, an employee may not request a denial to be pursued through other venues.  

Employees shall promptly notify their supervisor when unable to perform work assignments due to equipment failure or other unforeseen circumstances. The employee may be temporarily assigned to another project and/or work location. Depending on the disruption, the employee may be required to return to on-campus work.

No. Stetson has resources available to route your work phone number to your remote location via computer or phone using the provided phone software (i.e., 8x8).

Yes.  Employees on an FWA are expected to be on camera, answer phones via the Stetson-provided communication services, and respond to emails and instant messages.  Employees must be readily available and responsive during their scheduled work hours.

The Office of Information Technology provides a number of services and support.  Please see Working Remote - Stetson University.