Flexible Work Arrangements Tools and templates

Table of ContentsThese tools and templates are designed to help leaders and employees review and implement flexible work arrangements.

Leader Do’s and Don’ts for Flexible Work ArrangementsTips for Leaders in Considering and Managing Flexible Work ArrangementsTips for Employees in Considering and Managing Flexible Work ArrangementsHealth and Safety in Telework ArrangementsSetting Up the Home OfficeFlextime, Compressed Work Week or Reduced Work Hours AgreementTelework AgreementRyerson University Home Office Safety Checklist

Human Resources

Leader Do’s and Don’ts for Flexible Work ArrangementsHere are some DOs and DON’Ts for managing flexible work arrangements:

The DOs• Trust your flex workers. • Focus on your basic management/leadership skills and manage by objectives and

results, building strong trusting relationships and empowering employees.• Outline how success/performance will be measured. Set clear expectations and

measurable clear objectives.• Set core hours based on operational requirements and communicate

unit/departmental standards and expectations to employees.• Communicate on a regular basis. Let the flex workers know your expectations and

that you're there for them. • Establish standards for communications within workgroups; schedule regular

updates with employees both individually and as a work unit; identify methods and frequency for communication.

• Provide regular feedback.• Include your flex worker in goal setting. • Delegate assignments fairly among flex workers and non-flex workers. • Include the flex workers in day-to-day activities; keep on the lookout for clues that a

teleworker is feeling isolated. • Expect that things will not go smoothly all the time. • Be prepared to let the employee cancel the arrangement – or cancel it yourself – if it

is clearly not working out. Make sure you document and discuss issues and attempt to address them before making this determination.

• Ensure flex worker has regular “in office” time or meetings to maintain ties.

The DON’Ts• Don’t check up on your flex worker, e.g., calling early in the morning to make sure

they are at work. • Don’t ignore your teleworkers. • Don’t expect unrealistic deadlines for projects. • Don’t set unattainable goals. • Don’t expect perfection – there will be adjustments. • Don’t allow one unsuccessful attempt to give flex work a bad name. • Don’t expect everyone to be a successful flex worker.

Human Resources

Tips for Leaders in Considering and Managing Flexible Work Arrangements

Setting up the arrangement – Possible concerns

Issue Possible solution

You can’t track how much time your employees spend on the job if they don’t work in the same location during the same hours as you do.

Telework implies managing by watching the results, not by watching them doing their work. It brings forth issues of employee trust and empowerment - using trust strategically as a powerful tool for getting good results; using empowerment as a powerful tool for employee engagement and development. Use standards and expectations with all employees, not just those using flexible work options.

The employee’s job can’t accommodate a flexible work arrangement.

Make sure you seek advice from your HR Management Consultant when needed. After consideration and discussion with the employee and others in the work unit, provide clear and specific rationale for the decision. On the whole, try to be open to all requests. When the request just isn’t feasible, show your willingness to negotiate something else that works for both you and the employee.

Some of the employee’s tasks will have to be turned over to someone else.

This might be the case in a reduced workload arrangement, when work has to be done at a specific time, or when certain tasks don’t lend themselves to working from home. If this is the case, and has been considered and discussed fully and is part of a flexible work agreement, update the employee’s job description as necessary. This helps avoid future conflicts over responsibility. Be aware of any changes in job classifications (the grade level of the position) that may result from the change in duties.

You are concerned about coordinating this employee’s duties with those of co-workers.

As much as possible, encourage the employees to work out arrangements. The manager’s responsibility is to provide necessary resources and to act as an advisor for the new arrangement. The employee may work out agreements with co-workers including means of regular communications and meetings. Confirm and document arrangements and

Tips for Leaders in Considering and Managing Flexible Work Arrangements

Issue Possible solution

agreements. Check with others in the unit, if necessary, to confirm that the proposed arrangements that affect them are appropriate.

You are unsure if you need to hire a part-time replacement for an employee on flextime.

Establish the type and proposed length of the flexible arrangement the employee is requesting. This helps clarify staff planning. Ideally, flexible arrangements lead to more cross-training within a work unit, making additional hires unnecessary. When more employees can be called upon to do each other’s jobs, the result is often fewer work stoppages and fewer temporary hires.

Evaluating

Issue Possible solution

You become aware that a flextime employee is not adhering to early start or late finish times.

In the vast majority of cases, peer pressure from other employees will quickly be brought to bear on a co-worker who lets down the team. But the manager also must speak to the employee immediately to confirm understanding and agreement about hours of work. When employees don’t work their full hours, productivity suffers and co-workers rightly become disgruntled and demoralized.

You want to keep track of how the arrangement works out.

A six-month review may be a good opportunity to air problems, assess progress and plan for the future. You should of course agree with the employee in advance on a means of measuring or assessing performance under the new agreement. The measures may be different but the performance standards should be the same as those that apply to other employees with the same duties.

Human Resources

Tips for Employees in Considering and Managing Flexible Work Arrangements

Gaining approval, negotiating and setting up the arrangement

Issue Possible solution

You are concerned that your manager will turn down your request.

Once you know what you want, take the time to explore the impact such an arrangement could have on your work unit. Talk to co-workers and think it through for yourself. Use information contained in this guide to assess yourself and your position. By being prepared, you are demonstrating the responsibility that makes you a good candidate for flexible work arrangements.

Your manager turns down all or part of your request.

Ask for reasons if they are not supplied. Try and address specific issues raised, and perhaps modify your request. Be open for discussion and some negotiation. Be open to the possibility that such an arrangement may not work for your job or work unit.

You are not sure if a flexible work arrangement is worth all the work it requires to put it in place.

Most flex workers wish they had done it earlier, and find they focus better on their job and are more productive. The trial period allows you to test out whether it is worth it.

Coordination of work

Issue Possible solution

Co-workers express reservations about your work arrangements.

Begin by recognizing your co-workers’ contributions to making your arrangement work. Then recognize that you have to be flexible yourself for others to be flexible in helping to establish these arrangements. It may be necessary to come to key meetings at off-work times when there are scheduling conflicts. You can also gain support within your work unit by asking co-workers for their opinion. Listen to the feedback, both positive and negative. Find ways to address concerns, and discuss what modifications you can make to work around

Tips for Employees in Considering and Managing Flexible Work Arrangements

Issue Possible solution

these issues. If you make an effort, colleagues will usually try to meet you half way.

Co-workers complain they don’t know your schedule.

Stay in touch with your colleagues. Post your schedule in a place where others will see it or where they can find it easily. Electronic calendars that are accessible to others and up-to-date voice mail greetings are great ways to keep others informed.

Human Resources

Health and Safety in Telework Arrangements Health and safety considerations must be reviewed prior to determining whether or not a telework arrangement is appropriate. If all parties agree to a telework arrangement, the health and safety checklist must be completed and included as part of the written agreement about the arrangement.

Ryerson is committed to creating a healthy and safe work environment for everyone that works, studies or visits the campus. This commitment and duty also extends to university employees who work from home. Employees are responsible for setting up an appropriate work environment within their home, which provides the same level of safety and security as the regular work office.

We encourage you to review the department of Environmental Health and Safety and Security’s ergonomics program and the information in the Setting Up the Home Office section.

Workplace InjuriesWhen an employee is injured while working from home they must comply with the normal reporting requirements for any work-related accident as outlined in the reporting procedures on the department of Environmental Health and Safety and Security’s website. Employees should first treat or seek treatment for the injury, and then report the injury to their supervisor, just as they would if they were injured at the office.

Ryerson is not responsible and assumes no liability for any injuries to family members, visitors, and others in the employee’s home.

Workers' Compensation Telecommuting employees that are injured while working in their home offices are eligible to apply for WSIB benefits. While the WSIB assesses each case individually based on its circumstances, generally the injury must have occurred in the course of telework and/or in the teleworkplace, which the Ministry of Labour defines as the actual space where work is conducted, during the time when work is being done.

Disability InsuranceSince the employer-employee relationship remains unchanged, the employee's access to certain benefit plans, such as disability insurance remains the same. In determining approval of the claim for disability insurance, work location is not a factor. When an employee is ill or injured and unable to work, they must comply with the normal for absences due to illness and injury.

Health & Safety in Telework Arrangements

Workplace ViolenceWorkplace violence is managed under the Workplace Violence and Harassment Prevention Program, which requires all community members including teleworking employees to report incidents of violence that occur in the workplace, as well as behaviours (including uncivil or harassing behaviours) that may indicate a risk of workplace violence.

Telework employees are subject to all of the same policies and procedures and expected standards of conduct as all other Ryerson employees.

Before a telework arrangement will be authorized, supervisors must ascertain, through the Home Office Safety Checklist whether the proposed teleworkplace is a safe environment. The telework agreement will not be approved if the supervisor determines that there is a predisposed risk of violence to occur. Supervisors can contact Ryerson Security for assistance is assessing the risk.

If an employee reports an act of violence or threat of violence, supervisors must notify Human Resources and Security, as required by the Workplace Violence and Harassment Prevention program. A decision will be made, based on the risk, whether or not the telework agreement should be continued.

If you ever have an immediate fear for your safety, call the police at 911.

Working AloneWhen an employee is working at home, they are often working alone. Working alone under certain circumstances can increase the risk to health and safety. To address these circumstances, the department for Environmental Health and Safety and Security has established Working Alone Guidelines.

Under these guidelines, working from home is classified as low risk. However, the employee and supervisor should establish a contact schedule. This schedule should be laid out in the telework agreement, and include who to contact, when contact will be made, and the preferred method of communication.

Meeting Visitors For health and safety reasons, employees cannot have work meetings with clients or others in their homes. This restriction needs to be included in working at home (telework) agreements.

Human Resources

Setting Up the Home OfficeSince a lot of time will be spent working in a home office, employees must make sure it’s a comfortable, healthy and safe environment. The main criteria for a home-based office are comfort, function, health, safety, accessibility, and privacy for disturbance-free professionalism.

The employee is expected to use their own equipment and they are responsible for the maintenance and repair of that equipment. Ryerson will not be responsible for any costs that are associated with the employee using their home as an alternative worksite; for example, home maintenance, insurance, internet or telephone connection, or utilities.

In the exceptional circumstances where Ryerson provides equipment for the employee working from home, the university will assume the responsibility for normal maintenance and repair of that equipment subject to appropriate use.

Below are some common considerations in setting up a home office. For more information, see the ergonomics program information on the EHSS website or contact (416) 979-5040.

Work SurfaceYou'll need a desk or table that’s large enough to hold the materials used for your work. Having a work surface that is too high or too low can affect your overall posture and body positioning, and can cause undue strain and aches. The chair and/or work surface height should be adjusted according to each individual’s body specifications and type of work performed.

ChairMake sure you have a comfortable chair – this is probably your most important piece of work furniture. The seat should be adjustable, have a backrest shaped to support your lower back, and a swivel mechanism to avoid twisting. Try to find a chair with castors (wheels), for easy movement, and a non-slip, breathable seat fabric.

LightingMake sure your home office has good lighting. Lighting is rated as a top environmental factor affecting productivity. Good lighting can help avoid eye fatigue and shadows that hamper work and can contribute to stiffness and aches in the shoulder and neck area if trying to read something under poor lighting conditions.

VentilationChoose a well-ventilated room that can be maintained at a comfortable temperature year-round.

Human Resources

Equipment and ElectronicsAvoid dangerous electrical practices such as overloading circuits or modifying three-prong plugs to fit two-prong outlets. There is also a risk of data loss without suitable power circuitry and surge protection to guard electronic equipment from power surges and blackouts.

When you arrange your home office workspace, locate equipment so that you don't have power cords and telephone lines trailing across the floor and creating hazards.

If you must move the equipment around, do it carefully so you don't hurt yourself – or damage your equipment. Remember that not all components of your office need to be in the same room, or space, as long as everything is conveniently located.

Communications ToolsMaintaining communication is an integral part of a successful telework arrangement. Consider the importance of tools such as voicemail, email, electronic calendar, laptop computers, remote internet access, shared electronic folders and files, flash drives, and cell phones, and ensure you know how to use them. Contact your department systems administrator or CCS early on in the process for assistance with equipment or networking needs.

Secure StorageIf you work with confidential information at your home office, you need to ensure that you have secure storage to protect this material and reduce the risk of loss to the university. You may contact the university’s Information and Privacy Officer for guidance.

Human Resources

Flextime, Compressed Work Week or Reduced Work Hours AgreementEmployee information:

<insert employee name> (Employee #xxxxxxx)

Supervisor information:<insert supervisor name>

Department:<insert department name>

Position title:<insert position title>

Position title:<insert position title>

Agreement effective:<insert effective date>

Expiry date:<insert end date>

The following terms have been agreed upon concerning the employee’s request for an alternate/compressed work schedule.

Work ScheduleProvide specifics of schedule, e.g. hours per day for each work day, start and end times for each work day, etc. (examples from guide: flextime, compressed work week, reduced workload)

It is agreed that the employee will make every effort to arrange personal appointments either on days off or after work hours.

The work schedule is as follows: <fillable field>

Cancellation and Modification/ChangesThe employer reserves the right, at any time, to change the work schedule, including restoring it to a regular full time schedule, if business needs change or it is determined that this work schedule is not successful.

Employees may request a cancellation or change; however it is within the employer’s discretion to approve the cancellation or change.

Holidays/VacationsIf a statutory holiday should fall on your normally scheduled week day off, you will be entitled to take an alternate day off in lieu, on a date mutually agreed upon with your supervisor.

Impact on vacation accrual is as follows: <fillable field>

Flextime, Compressed Work Week or Reduced Work Hours Agreement

MeetingsEvery employee is responsible for attending staff and client meetings. To the extent possible, meetings will be scheduled during your working hours, on your working days. You are responsible for informing individuals who set up meetings of your work schedule.

If it is not possible for a meeting to be scheduled during your working hours and/or on your working days, you will be expected to make every effort to attend the meeting. If it is not possible for you to attend the meeting, it will be your responsibility to submit all work due at the meeting beforehand to the applicable meeting chairperson, and to obtain all information discussed or distributed at the meeting as soon as possible after the meeting.

If you attend a meeting outside of your regular work hours or days, you will be entitled to take an equivalent period of time off in lieu or receive pay for the additional hours, as mutually agreed with your supervisor.

CoverageIf your position responsibilities encompass a role requiring another employee to undertake your responsibilities in your absence, for example dealing with systems issues adequate coverage/backup must be provided and relevant stakeholders must be made aware of the specifics of this coverage/backup.

The details of this coverage are: <fillable field>

AgreementYou understand that this agreement does not constitute a contract of employment between you and the university and does not alter the basic employment relationship between you and the employer. The employer's policies continue to apply to you, as applicable, unless this agreement states otherwise.

Employee Signature: ______________________ Date: ________________

Manager Signature: ______________________ Date: ________________

Human Resources

Telework AgreementEmployee information:

<insert employee name> (Employee #xxxxxxx)

Supervisor information:<insert supervisor name>

Department:<insert department name>

Position title:<insert position title>

Position title:<insert position title>

Agreement effective:<insert effective date>

Expiry date:<insert end date>

Note: Initial agreement to be a maximum of one year. Subsequent agreements must be renewed annually.

The following terms have been agreed upon concerning the employee’s request to work from home as detailed in the work schedule below.

Work Schedule

Day of the Week Hours of Work Work Location

Monday <input> <input>

Tuesday <input> <input>

Wednesday <input> <input>

Thursday <input> <input>

Friday <input> <input>

Saturday <input> <input>

Sunday <input> <input>

The home office location of the employee is:Home office address: <address>

Telework Agreement

Home office contact information if different from university office contact information: <fillable field>

Terms and Conditions1. The employee and supervisor will have regular discussions about work priorities and

other matters that relate to the work and this agreement.

2. The employee will maintain a regular contact schedule with their supervisor. As a minimum, contact will be made <how often and when>, by <list preferred methods and contact details>.

3. By agreeing to this arrangement, the employee confirms that they have a dedicated space in their place of residence where they can uninterruptedly perform their duties.

4. The supervisor and employee agree on the following related to equipment and resources:

a. Provided by the employee:

<list>

b. Provided by the employer:

<list>

Ryerson will not be responsible for any operating costs that are associated with the employee using his or her home as an alternative worksite, including home maintenance, insurance, or utilities.

5. It is the employee’s responsibility to consult with an insurance agent for any payment implications due to working from home.

6. The employee will require access to Ryerson University systems through high-speed internet service and the virtual private network (VPN). The employee will be responsible for the monthly cost of this high-speed internet connection.

7. The employee must comply with all Ryerson University guidelines/tips pertaining to the use of computer hardware and software, including, but not limited to:

Install Operating System and Software Updates Use of Anti-virus Software Protection of Password Be Cautious of Using Email/Internet and Email Spam/ Phishing Sending Restricted Data Do Not Download or Install Unsolicited Files

Telework Agreement

Avoid Peer to Peer File Sharing Turn on Your Computer’s Firewall Lock Your Computer or Log of from Public Securing Confidential Electronic Data Cloud Computing Security Best Practices

The above information can be accessed using the following links:

http://www.ryerson.ca/ccs/services/ITSecurity/TopTen.html , http://www.ryerson.ca/ccs/services/ITSecurity/confidentialdata.html , http://www.ryerson.ca/ccs/services/ITSecurity/cloud.html

8. Should there be any long distance telephone calls for business purposes, these costs will be paid by Ryerson University. It will be the employee’s responsibility to submit an invoice for reimbursement.

9. When working from home, the employee is responsible for setting up and maintaining a designated workspace that meets workplace health and safety requirements. See the Health and Safety checklist that forms part of this agreement.

10. All work-related, in-person meetings must take place on university premises.

11. The employee is solely responsible for any loss or damage to any university property in their possession, including property while being transported to and from their home and for property in their home, whether in the designated work area or otherwise, except for normal wear and tear.

a. Should there be any loss or damage to any university property while in their possession, the Employee must notify their supervisor as soon as this is known.

b. The Employee is responsible for maintaining adequate insurance to cover any losses.

12. Ryerson will not be held liable for any damages to an employee’s property or for any injuries to family members, visitors, or others in the employee’s home.

13. The employee is responsible for protecting the confidentiality of any privileged and/or confidential university information while it is being transported to and from their home and while it is in their home. Specific provisions agreed to by the Employee and the Supervisor include: <details>

14. The employee may be required, in order to meet workplace needs, to forfeit their option to work from home on the day(s) they have been designated to work from home under

Telework Agreement

this arrangement. The Supervisor will make every effort to provide adequate notice of any such requirement.

15. The employee will continue to perform the duties of their position and will be expected to continue meeting the requirements of their position during this arrangement.

16. The employee will continue to follow current protocol for leaves of absence. This includes:

a. Vacation requests

b. Sick Leave requests. If an employee is unable to carry out the duties of their position, when working at home, due to illness or injury, they will follow normal protocol for reporting the absence.

c. Other leaves of absence that the Employee is entitled to.

17. The employee’s employment will continue to be bound by <if applicable - the terms and conditions agreed to in the OPSEU collective agreement as well as> all applicable university policies, procedures, and practices such as but not limited to: Conflict of Interest, Confidentiality, Records Management, Privacy, Information Protection and any other policies that may be created. Copies of the relevant policies can be found at: http://www.ryerson.ca/policies/

18. This arrangement will continue to be subject to operational and other work-related requirements, and may be modified or cancelled as necessary at any time at the employer’s discretion, with minimum four (4) weeks’ notice provided to the employee.

19. Employees may request a cancellation or change; however it is within the employer’s discretion to approve the cancellation or change.

20. The employee will report all work-related accidents or injuries to their supervisor in accordance with university WSIB timelines and requirements.

21. Incidents of workplace violence and harassment must be reported by the employee to the supervisor as soon as possible.

Employee Signature: ______________________ Date: ________________

Manager Signature: ______________________ Date: ________________

Human Resources

Ryerson University Home Office Safety ChecklistDepartment Inspected By (Employee Name)

Location (Employee Address) Date Inspected

The employee: completes parts A through F of the checklist submits the checklist to the supervisor

The supervisor: signs and forwards a copy of the checklist to Human Resources

Human Resources: signs and retains a file copy

Workplace conditions

Considerations Response Action Required/Comments

Floors Free of trip, slip and fall hazards Free of protrusions, loose tiles, torn/ ripped

carpets

<yes/no>

Stairs Handrail installed and in good condition Clear and unobstructed

<yes/no>

Exits Clear and unobstructed Outside landings, walkways clean

<yes/no>

Lighting Walking/working areas adequately

illuminated<yes/no>

Ergonomics Employee knows and uses ergonomic

principles at their workstation as outlined in Setting up the Home Office.

<yes/no>

Ryerson University Home Office Safety Checklist

Considerations Response Action Required/Comments

Equipment/Furnishings In safe operating condition

<yes/no>

Electrical

Considerations Response Action Required/Comments

Power cords in good condition <yes/no>

Power cords used safely <yes/no>

Adequate number of receptacles (No overloaded outlets) <yes/no>

Receptacle plates in good condition (not broken, no evidence of shorting) <yes/no>

Power bars and surge protectors plugged directly into wall receptacles (not into each other)

<yes/no>

Personal safety

Considerations Response Action Required/Comments

Do you feel safe working in your home? <yes/no>

Are there any issues that Ryerson should be made aware of with regards to your safety while working from home?

<yes/no>

Fire protection

Considerations Response Action Required/Comments

Working smoke alarm(s) <yes/no>

Working carbon monoxide detector <yes/no>

Emergency procedures

Considerations Response Action Required/Comments

Ryerson University Home Office Safety Checklist

Evacuation plan established <yes/no>

First aid supplies adequate <yes/no>

Emergency contact numbers posted near the telephone <yes/no>

Additional comments<Additional comments from the employee>

Signature of Employee Date

Supervisor’s comments<Additional comments from the supervisor>

Name Signature Date

Once completed, please send signed documents to your HR Advisor.