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ÌÇÐÄlogo indicates that employees prefer hearing news and receiving messages directly from their manager rather than organization-wide emails or other platforms.

The goal of this process is to create a safe and collaborative environment that is flexible for our staff. We want our staff to feel confident that our decisions are driven by business needs and will follow a clear evaluation process.

Staff may be feeling a range of emotions about the future of the way they will work at the University. The manager’s role is to acknowledge any anxiety and uncertainty and talk with employees about how they can assist in making transitions more comfortable. Managers can assist by pointing employees to resources that may be helpful given individual circumstances.

As we move forward, we anticipate that this will be an evolving process and ask managers to be flexible and understanding of individual situations and the many emotions that employees may feel as they experience more change

• When we begin the process of returning to on-site planning and the assessment of opportunities for longer term remote work:
  • Managers should acknowledge with staff that the University has announced a process for managers to assess who will return to on-site work and who may remain working remotely either in part or full-time.
• At various points when appropriate during the assessment/proposal/approval period
  • Conversations should include the details of the process that are specific to your department (i.e. how these decisions are being made, who is making them, timeline, etc.)
  • You should involve employees in discussions about their specific role and what you thinking. They will have a perspective and it will be important to hear it.
  • If an employee requests a reasonable accommodation related to on-site or remote work, please contact your HR Business Partner.
• When decisions are made related to returning staff to on-site work either in full or in part
  • A minimum of 4 weeks’ notice should be given for staff when possible to help them make plans for the change.
  • Managers should consider a transition period where appropriate that might allow employees to visit or spend some time working back on-site before returning full-time.
  • Other planning should begin to take place including space planning, technology needs, etc.
• Beginning a few days after the transition managers should check in at regular intervals to evaluate the success of the arrangement, address challenges, and make any changes needed.
• If an employee requests a reasonable accommodation related to on-site or remote work, please contact your HR Business Partner.

• Timeline and expectations for returning on-site
• Schedule expectations and workspace/position specific guidelines
• Plan for cleaning and disinfecting workspaces
• Plan for visitors and vendors returning
• Mandatory and/or optional training
• Protocols for breaks, meals, restrooms, meeting rooms, and moving around campus
• Protocols for meeting rooms
• Guidelines for PPE and social distancing per current University guidelines

• Ensure there is a signed agreement and that expectations around schedules, etc. are clearly defined
• Provide expectations for on-site reporting for meetings or events
• Plan for virtual staff meetings, 1:1, etc.
• Explain document sharing with team and other departments
• Define processes related to any on-site needs (i.e. office space, mail delivery, fax pickup, etc.)

Managers should also communicate the following:

• • Expectations for attendance at in-person/virtual staff meetings, project meetings, etc.
  • Expectations for working as a team among staff both on-site and working remotely (including new hires)
  • Health and safety guidelines and regulations regarding visitors/vendors