Workplace Flexibility - Human Resources

Workplace Flexibility Arrangement

Effective January 2025: This webpage is for informational purposes only until the training is completed and the effective date is reached.

Purpose

�Ʒ�� affirms that, in addition to our mission statement, our commitments to diversity, equity, inclusion, and anti-racism, and our operating principles, this policy reflects a set of guiding value statements. These statements resonate profoundly with the understanding that a robust sense of community significantly contributes to the collective quality of life for our staff. It is imperative that the college acknowledges and actively champions the cultivation of a nurturing and collaborative campus environment. The guiding values that underpin this policy are:

Embracing a student-ready approach that prioritizes the needs and experiences of students in all aspects of the educational environment, while also considering the flexibility needed for staff to effectively support student success.

Upholding Reed’s institutional mission, vision, and goals while addressing the operational needs of each department/office, with a commitment toward fostering a flexible work environment that values the diverse skills and talents of staff and supports their professional growth.

Demonstrating a commitment to equity by ensuring fairness in all policies, practices, and opportunities within the college, with a particular emphasis on addressing barriers to staff success through flexible work arrangements.

Advocating for transparency of process to foster clear communication and understanding of decision-making procedures, promoting an inclusive and informed community within a framework that supports flexible work arrangements.

Enhancing the quality of life in the work experience for staff, creating a positive and supportive environment that contributes to personal and professional growth within Reed, while also considering the well-being and work-life balance facilitated by a flexible work environment.

�Ʒ�� seeks to maintain an unwavering focus in its mission to support our students. Implementation of this policy supports staff and is in alignment with the college’s strategic plan to develop new competencies in supporting students’ development within a vibrant residential campus community. Additionally, it encourages us, as a community, to deepen our commitment to the college’s growing diversity by creating an environment where community members feel they belong and can thrive.

�Ʒ�� recognizes that its current and prospective staff value a work-life balance gained through flexible work practices. These flexible work practices support a variety of goals related to productivity, staff engagement, sustainability, service excellence, space utilization, and the overall enhancement of the employee experience.

The Workplace Flexibility Arrangement (WFA) key objectives:

Maintain a student-ready focus and prioritize the needs of students;
Support employee work-life balance and engagement;
Increase the ability of the college to maintain business continuity and respond quickly to unexpected future events; and
Reduce negative impacts on college resources and the environment.

Eligibility

The Workplace Flexibility Arrangement (WFA) applies to all staff positions that are eligible according to documented job descriptions. When determining which positions are eligible, managers are encouraged to consider factors such as: meeting the needs of key stakeholders including students, staff, faculty, alumni, community partners; required interactions with key stakeholders; office/department visibility, accessibility, and coverage; and essential job functions and roles. Employees are not entitled to, or guaranteed, the opportunity to use a workplace flexibility arrangement.

Eligible Staff: An individual employee serving in an eligible position who has been identified by their manager as, at a minimum: (a) having successfully completed the onboarding process for their current position or six (6) months of employment; (b) met expectations in their most recent performance evaluation; and (c) had no formal disciplinary actions within the past twelve (12) months. Staff eligibility is determined by the manager to whom the position reports in consultation with the divisional vice president. The WFA does not apply to faculty. All workplace flexibility arrangements are at the discretion of the appropriate Senior Staff member for each division or department and the manager. Managers can cancel any arrangement at any time with a week’s notice. A WFA will be reviewed at least once every six (6) months to assess whether it is still working for the manager and employee involved. Disputes regarding the existence or terms of a work arrangement may be referred to a division Vice President and the Director of Human Resources for resolution.

Requests for a WFA should take into account the following:

Is the employee requesting a WFA that seeks an accommodation that may be protected under ADA? If yes, the workplace accommodation process should be followed instead.
Do key duties require ongoing access to equipment, materials, and documents that can only be accessed while on Reed property?
Do key duties require extensive face-to-face contact with students, employees, or other individuals on campus?
Do key duties require extensive time performing work on campus?
Do key duties require access to and use of confidential information that cannot be adequately safeguarded at an off-campus workspace?
Are there on-site staffing requirements that cannot accommodate employees working remotely or an alternative schedule?
Is the employee's performance currently in good standing and meeting all performance expectations?

Types of Flexible Arrangements

In this initial policy of the workplace flexibility arrangement, managers and employees can select one of the options 1-4 and may use option 5 for a temporary flexible arrangement. Please note that not all options are suitable for every role at the college, as they must align with the specific needs and functions of the department or office. Additionally, as noted in the workplace flexibility parameters section, arrangements should not be considered substitutes for child or elder care, staff should consult the leave of absence protocol for circumstances designed to grant time off to attend to family members with scenarios delineated by FMLA and OFLA. Managers and employees impacted by such situations are advised to engage with the Human Resources department to ensure all legal rights are upheld and that Reed’s protocols are properly followed.

Compressed Work Week

An approved work schedule typically condensed into fewer days than normally scheduled within the same pay period (i.e., Monday through Friday during regular operating hours). Examples of a compressed schedule could include, but are not limited to, allowing the employee to work: (a) four 10-hour workdays with the fifth day off, or (b) four 9-hour workdays and a half-day on the fifth day. We refer to this arrangement as a condensed work week.

Hybrid Work

Work performed by employees away from the employee's assigned workspace located on �Ʒ�� property (such as working from the employee's home, a local library, or a business center) for a specified portion of the workweek, for a designated period not to exceed 2 days. This is also referred to as a flexible work location, telework, or remote work. It is not applicable to all positions. The number of work hours or days (FTE) assigned to the position does not change due to a workplace flexibility arrangement. Requirements for in-person attendance (e.g., group training, team meetings, retreats, all-hands events, etc.) can override regular hybrid work schedules. Managers should discuss such instances with the employee. Individuals who work a hybrid schedule, may be required to share an office to maximize the use of physical campus space.

Modified Work Schedule

An approved long-term work schedule where the employee works outside of the department's schedule during the normal operating hours, but works an agreed-to and set schedule, while still working the total number of assigned work hours within a workweek (i.e., a modified work schedule does not impact full-time equivalent (FTE) status). A modified work schedule is different from a flexible work schedule in that a modified work schedule is a set schedule and does not vary from week-to-week. Examples of a modified work schedule could include, but are not limited to, allowing the employee to: (a) start and end their workday earlier or later than the department's normal operating hours; (b) leave work early and make-up time in the evening (at work); or (c) start work early and have an expanded lunch hour to exercise or attend a class.

Reduced Time

A work schedule that is less than full-time but is at least half of the regularly scheduled full-time workweek. If a schedule is reduced to less than half-time, the employee would not be eligible for benefits. This arrangement will reduce full-time staff wages along with other benefits. This type of work schedule is for a limited duration of no more than 3 months within a 12 month time period. Note that there are some positions at Reed that are for 10 or 11 months vs. 12. Individuals who work a reduced schedule, maybe required to share an office to maximize physical campus space needs.

Flex Work Schedule

A flexible work schedule is a temporary change to regular work schedule hours or days without changing the percent-time (FTE) of the appointment. Flex-time is a type of alternative schedule that gives an employee and their manager greater latitude in choosing their particular hours of work, or freedom to change work schedules from one week to the next depending on the manager and employee’s needs. Under a flex work schedule, an employee is required to work a standard number of core hours within a specified period (typically associated with a defined pay period), allowing the employee greater flexibility in starting and ending times. Note this arrangement does not exceed a given workweek and does not require a WFA.

Request and Approval Process

The WFA is not a term of employment and no employee should have any expectation that this benefit will continue for their position for any particular period of time. The WFA status for a position can be changed at any time and for any reason by the manager or designated senior staff member for a division or department.

Process Steps for Arrangements That are More than One Week

Eligible staff will submit an electronic request form no less than 30 days in advance of the proposed start date.
The employee’s manager has no more than ten (10) work days to consider the request and approve/deny/modify the proposed arrangement, in addition to obtaining approval from Senior Staff and/or the Division Vice President.
- If denied, the manager will indicate the reason(s) and/or consideration(s) that were not met to approve the arrangement.
- If modified, the manager will indicate what would need to change to enable them to support the request. The employee and manager will document the outcome of decisions to modify the initial request.
If approved by the manager, the HR representative will review the request, confirm staff eligibility, and approve or deny the request within five (5) business days.
- If denied, the HR Representative will indicate the reason(s) and/or consideration(s) that were not met to gain approval for the arrangement.
Once approved by Human Resources, the request form is sent to the department or divison’s designated Senior Staff member for final review and approval. The designated Senior Staff member has no more than ten (10) business days to approve or deny the request.
- If denied, the designated Senior Staff member will indicate the reason(s) and/or consideration(s) that were not met to gain approval for the arrangement.
Once approved by a designated Senior Staff member, the form is routed back to Human Resources for filing. The employee and the direct manager, will be notified via email that the request has been completed and approved. All forms will be saved in the employee’s file.

Protocols and Work Standards & Expectations

When working a flexible arrangement, employees are expected to maintain the same productivity and performance as if they were working a standard schedule. Specifically, employees must perform all duties set forth in their position description, as well as additional duties that the department or their manager may assign from time to time. Managers must clearly communicate and document expectations, including objectives, work assignments, and frequency and mode of check-ins. Specifically, managers and employees should consider the following topics:

Frequency and type of in-person and virtual meetings;
Responsiveness expectations (e.g., via email, telephone, text messaging, Slack or Google instant messaging, Zoom, Google Meets, and other communication platforms);
If working remotely, the employee must remain accessible during work hours (via phone, email and/or video) and should establish effective communication and workflow. Employees working remotely are expected to be video-ready at all times during their scheduled workday. Video calls may be initiated at any time, and employees are generally expected to be present on camera.
Other communication expectations with team members, internal business partners, and external contacts; and
Core hours or days during which all or most employees are required to be on campus in addition to campus events/functions required of the role.

Workplace Flexibility Parameters

The following parameters serve as guard rails in developing an institutional workplace flexibility framework.

College core business hours, from 8:30 a.m. to 5 p.m., Monday through Friday, are mandated to meet the needs of our students, campus constituents, and external agencies and organizations. Exceptions to these hours may be considered for certain offices/departments based on their function, subject to approval by the vice president of the reporting unit. Some functional units maintain operational hours beyond the traditional 8:30 a.m. to 5 p.m., including weekend and evening hours.
Fully remote positions are not available at the college, aligning with our commitment to in-person educational engagement and the importance placed upon fostering community and connections.
Workplace flexibility arrangements should not be viewed as replacements for childcare or eldercare responsibilities, nor should preference be given to employees with such caregiving obligations. Staff should consult the leave of absence protocol for circumstances designed to grant time off to attend to family members during a severe medical circumstance or other scenarios delineated by FMLA and OFLA.

Schedules and Timekeeping

Schedule and timekeeping guidelines remain in effect for WFA employees. Any deviation from the standard work schedule should be in alignment with this policy and require the manager’s approval of such arrangements in advance.

Employees who are non-exempt must accurately report in the Time Management system all time worked regardless of their work location. A workplace flexibility arrangement for an hourly employee should not result in overtime work without the prior written approval of their manager. If your position is overtime eligible, you will be required to obtain prior written approval from your manager.

Off-Campus Work Area

WFA employees who are working remotely must ensure they have a suitable work area in their off-campus location. In particular, employees must ensure they have the proper IT systems and technology to perform their job duties. Reed will supply a laptop needed to work offsite. It is the employee’s responsibility to ensure a safe and healthy work environment.

Equipment and Materials

The college provides employees with the equipment and materials necessary for the employee to work from their primary workstation (on campus). The college will not generally provide equipment or materials beyond that which is necessary to work from campus. For example, the College will not pay for duplicate equipment or supplies, such as desks, chairs, computer monitors, printers, or other items that are available on campus. Out-of-pocket expenses for supplies normally available in the office will not be reimbursed; however, division vice presidents may approve reasonable consumable supplies (e.g. printer paper, writing instruments). Employees with an off-campus work agreement whose campus workstation includes a desktop computer may request a laptop instead of a desktop to support off-campus work. Laptop replacements may be limited by budgetary and/or supply availability.

When discussing a proposed off-campus work arrangement, the staff member and manager are to discuss physical workspace needs and the appropriate location for the remote work. Off-campus work may be unavailable or limited based on the availability of equipment and supplies. If equipment and/or software are provided by the college for remote work, such equipment and software are for the exclusive use of the employee and are intended for conducting College business. The staff member is responsible for protecting College-owned equipment from theft, damage, and unauthorized use. The Information Technology Department will maintain, service, and repair college-owned equipment but will not be responsible for transporting or installing equipment, nor for returning it to the campus or service facility for repairs or service.

Internet, Telephone, and Other Costs

Remote workers are responsible for purchasing secure and adequate internet and phone services to work remotely. The college is not responsible for these costs. The college is also not responsible for an employee’s expenses related to heating, electricity, water, security, insurance, and usage of personal residence. The college provides all employees with access to their Zoom phone through the Zoom desktop application on the college-issued desktop or laptop. The IT Help Desk will provide best level guidance on technology issues but will be unable to support personal infrastructure needs.

Safety and Security When Working Remotely

While working off campus, employees shall be subject to the same accident, sickness, and absence reporting requirements as they would be if they were working on campus.

Employment-related accidents or injuries must be reported immediately to the employee’s manager and Human Resources. Reed is not responsible for any injury to employees outside their course of work or work hours.

Employees must protect Reed’s data and information from unauthorized access, disclosure, or damage and comply with college policies and procedures regarding access, disclosure and/or destruction of official College records. Employees must observe Reed’s Information Security Policy and other policies concerning the protection, storage, and retention of Reed’s records.

Use of Sick Pay, Paid Time Off, and Leave

Employees utilizing sick or vacation time off cannot substitute a hybrid workday in place of taking the entire sick or vacation day.

Employees on an approved leave of absence are not allowed to work remotely at any period of time during their designated and approved leave.

Travel to Primary Work Location

Any staff working a hybrid schedule will not be paid for time or mileage involved in travel between the remote worksite and their primary (campus) work location. This includes, but is not limited to, staff attending a meeting/event on their scheduled alternate/remote day are not entitled to mileage or reimbursement for Uber/Lyft, taxi, bus passes, etc. Reference the for compensable time for work-related events.

Violations

The WFA is not a term of employment, and no employee should have any expectation that this benefit will continue for their position for any particular period of time. The WFA status for a position can be changed at any time and for any reason at management’s discretion.

Employees who request WFA understand that adjustments are temporary and can be reversed at any time with reasonable notice. Employees who violate the WFA eligibility, protocols, and work standards are subject to disciplinary action, up to and including termination.

Framing and Guiding Principles

�Ʒ�� stands as a distinguished institution of higher education specializing in the liberal arts. Our commitment is firmly rooted in the intrinsic value of intellectual pursuits, governed by the highest standards of scholarly practice, critical thought, and creativity. The primary aim of a Reed education is to foster in students a capacity for rigorous and independent thinking, inquiry, and expression.

This commitment is evident in how the college aims to achieve its mission, stated commitments to diversity, equity, inclusion, and antiracism, and is embodied in its operating principles. From these guiding principles, this proposal is shaped by specific elements that align with the college's steadfast commitment to fostering a residential liberal arts community. Additionally, the college's dedication to fostering an environment where staff members experience a sense of belonging and thrive in their work environment is a significant aspiration worth achieving. In the development of a workplace flexibility policy and procedure, we can support efforts to attract quality applicants; retain valued staff; enhance productivity; improve morale; and optimize the provision of college services and use of college office space, parking, and resources.

Meaningful and tangible connections among all of our community members are strongly emphasized and underscore the priority of being a student-centered campus community.

Reed is, by design, a small college that values opportunities for in-depth and sustained academic exploration and the development of close professional relationships among students, faculty, and staff. The faculty are committed to in-person instruction and connecting with students on campus. In-person experiences are a hallmark of the academic program and a key feature of success in recruiting talented students.
The activities of the staff are essential to the well-being of the institution, and the staff supports and advances the pursuit of the college’s academic goals.
Reed is a residential college that provides on-campus housing in small residential communities for a majority of its students in order to sustain vibrant social and intellectual exchange outside of classrooms, laboratories, and studios.

Values & Beliefs

Beyond the foundational aspects of our mission, commitments to DEI+A, and operational principles, this proposal is intricately interwoven with, and underpinned by, a set of guiding value statements. These statements resonate profoundly with the understanding that a robust sense of community significantly contributes to the collective quality of life for staff. It is imperative that the college not only acknowledges but actively champions the cultivation of a nurturing and collaborative campus environment.

Embracing a student-centered approach that prioritizes the needs and experiences of students in all aspects of the educational environment, while also considering the flexibility needed for staff to effectively support student success.

Achievement of these values and beliefs supports staff and is in alignment with the college’s strategic plan to develop new competencies in supporting students’ development within a vibrant residential community on campus. Additionally, it encourages us, as a community, to deepen our commitment to belonging, which will encourage and support the college’s growing diversity.