Flexible Work Arrangements

Not all types of FWAs are suitable for every position. Certain positions require an on-campus presence to serve students or other clients and customers, require the ability to work with others on campus at specific times and shifts, and/or involve tools, equipment, or other apparatus that need to remain on campus.

For FWA approval, arrangements should enhance or maintain the employee’s impact on the educational, research, and outreach missions of the university and the priorities and goals of their respective college or division. FWAs should not result in additional ongoing expenses for a college or division.

Although RIT has many positions that are similar in their basic responsibilities, there can be great variance in priorities, services, customers, and environments across the institution. Given this reality, those best to make the determination about what level of flexibility a position can support are those directly responsible for the day-to-day management of the position.

The process for making decisions regarding when, where, and how work is performed should always be equitable. Numerous variables influence the ability to telecommute; therefore, resulting decisions may not be equal. Relevant evaluation criteria include, but are not limited to, the requirements of the position, the priorities of the unit, the successful performance of an employee’s work in general and the likelihood of success in the requested flexible work arrangement, and the potential impacts of the FWA on colleagues, students, and the overall college or division operations. The key to equity is a fair assessment process that is consistent and transparent and, as such, colleges and divisions are encouraged to follow a consistent evaluation process.

All FWAs are evaluated based on business merit and free from any personal biases or preferences. One of the best strategies to avoid bias is to include more than one person, such as the supervisor and Human Resources, in evaluating all FWAs. It is also helpful to review decisions regularly across a college or division to ensure consistency in the criteria used, the decision-making process, and resulting outcomes.

FWAs should not have an ongoing negative impact on another person or area. This includes situations when an FWA creates an enduring increase in the workload for others located onsite or when a student would realize greater benefit from an in-person interaction.  At any time, departments may rearrange work responsibilities, either temporarily or on an ongoing basis, to accommodate flexible work arrangements.

The documentation, and review, of a fully executed FWA occur frequently. Those working from non-commutable distances to campus must have a written, signed FWA in place. As with all employees, supervisors shall provide clear performance and communication expectations, as well as regular performance feedback, for employees completing telecommuting work. The review, and revision, of FWAs must occur regularly to continue meeting the university’s operational needs.

FWAs take place because they meet the individual and organizational needs at the time of proposal. At certain times, operational needs may no longer align. Thus, the arrangement is no longer viable. It is best practice that at least one-months’ notice is provided to an employee if a college or division elects to discontinue a flexible work arrangement. This provides ample time for employees to make any personal arrangements to support FWAs.