Resources for Managers

These resources will help managers assist employees in returning to more populated operations on campus, acknowledge the changes they’re experiencing, and create a positive work environment that keeps employees informed, engaged, and feeling valued.

FWA Framework for Leaders

  • Can day-to-day tasks be completed off campus or on campus?
  • Are there feasible ways the department can remain engaged as a team regardless if employees are working off-campus?
  • Are there ways leaders and employee can conduct productive meetings on a regular basis?
  • How will the business needs be met if the employee is not on site absent?
  • Approach all employee FWA proposals equitably, regardless of the employee’s reason for requesting a FWA
  • Everyone’s needs may be different and each request should be considered on its own merit and circumstances
  • Does the employee’s performance concerns have an impact on working offsite successfully?
  • Explore the employee’s FWA request – why is the employee asking for a FWA, what the actual FWA request is and if the request is feasible. If the employee’s FWA request is not feasible, discuss alternate options.
  • Setting Expectations – Leaders have the discretion to adjust or reverse a FWA at any point should the needs of the business change. The leader is expected to discuss the expectations with the employee regarding any changes to their FWA. 
  • Ongoing Feedback - It is expected leaders would continue to provide ongoing feedback regarding the employee’s performance
  • Performance Management - Leaders are expected to continue to communicate and document any performance concerns as referenced in RIT’s Performance Management Policy.
  • Meetings - Leaders have discretion on how they conduct any departmental/divisional meetings with staff, whether it be on video conferencing, in person or other acceptable methods. 
  • Employee Engagement – Leaders should consider ways to ensure their team is engaged with one another.
  • It is at the discretion of the leader as to how frequently a FWA is reviewed, however it is recommended a FWA be reviewed on a regular basis.
hands typing on a keyboard

Manager’s FWA Questionnaire

Use these questions to consider various impacts and remedies regarding flexible work arrangements and to determine suitability for partial remote or fully remote work.

  • Do any of the core responsibilities require that the work be performed on-site and approximately how much time is devoted to those responsibilities? Can any of these be performed at another location?
  • Do core responsibilities require extensive face-to-face contact with customers, clients, supervisors, other employees, or the public that can only be accomplished on-site? If so, how much?
  • Can any of the current face-to-face interactions be virtual or by another means? If so, what impact might that have?
  • Do core responsibilities require ongoing and frequent access to equipment, materials, and/or files that can only be accessed on-site?
  • Does the nature of the work require that the employee work and resolve routine problems independently?
  • Does the employee have any performance concerns that need to be considered when reviewing a flexible work arrangement request?
  • What might be needed by you to support a FWA? Are the role objectives clear? How will you measure the employee’s work and productivity? What departmental changes might be needed to support an FWA?
  • Does a flexible work arrangement create challenges in meeting individual performance goals or those of the division, college or university? If so, what are they and what actions might be taken to reduce the challenges?
  • Is the management of the employee shared with anyone else? If so, is there a mutual agreement that the employee can be successful if using a FWA?
hands pointing to a screen on a tablet.

Four Steps: Determining Flexible Work Arrangements (FWAs)

Step 1: Determine whether the employee’s role is right for an FWA.
A FWA can be considered if some or all of the role can be performed remotely. If all the work associated with a role must be done on campus or in an assigned space, it is not FWA eligible.

Step 2: Determine whether the employee is a good fit for an FWA.
If an employee’s performance and behavior is in good standing, then an FWA may be considered. An employee with documented performance or behavioral concerns may not be eligible for a FWA. Managers should schedule a time to discuss reasoning with employees and address any performance issues or behaviors that need to change before a FWA can be considered in the future.

Step 3: Discuss work expectations.
Prior to a decision, an employee and manager should discuss the specific details of the FWA request. Examples of items to discuss include the type of FWA, proposed work schedule, alternative work location(s), methods of communication and space and equipment needs.

Step 4: Complete the FWA Request Form
The employee and manager should complete a Flexible Work Arrangement Request Form; the manager should retain a copy and send a copy to their HR Manager.

Learning Resources

There are many resources available to support managers as they continue to support working remotely or in a hybrid arrangement.