Student Affairs encompasses a wide variety of departments and functions united under the common vision of supporting every student's success. The purpose of this guide and toolkit is to outline the principles, factors, and procedures that should be followed when proposing or assessing a potential remote, hybrid, and/or flexible work arrangement (definitions follow).
 


Note: 

None of this guidance is intended to contradict or override the terms of Personnel Policies for Staff Members (PPSM), collective bargaining unit agreements, or any other University- or Campus-wide policies.

Documentation Required:

For any arrangement that will be practiced for more than two weeks, a completed and signed Employee Flexible Work Agreement is required in advance. (Temporary, one-time arrangements practiced for a total of 14 days or fewer can be documented informally between an employee and supervisor, with the approval of a department head.)

Hours of Operation:

Departments are expected to maintain in-person operations for students during their regular business hours. Approved hybrid and remote schedules must ensure that there is sufficient in-person staffing to maintain in-person operations.

  • Departments considering changes to their regular business hours should consult with their Control Point in advance.
  • Departments closed for in-person operations (due to an in-service day, for example) should consult with their Control Point in advance and notify the Office of the Vice Chancellor for Student Affairs promptly upon scheduling the closure.

To fulfill our mission

Student Affairs staff should generally work in modalities and during hours that contribute to student success and satisfaction. For many positions in Student Affairs, remote, hybrid, and/or flexible work arrangements can provide mutually beneficial outcomes that enhance both the student experience and the employee experience.

Even prior to COVID-19

Several Student Affairs units were already practicing these arrangements, whether formally or informally. And virtually every Student Affairs professional has worked flexible hours to accommodate a late-night or weekend program at some point in their career.

The following principles should undergird all decisions regarding remote, hybrid, and/or flexible work arrangements (RHFA) in Student Affairs.

Principle 1:

Student Success is Paramount

No matter the department or function, we work in the Division of Student Affairs to be of service to students. We maintain integrity to our values and maximize our potential as educators when we focus on student success as the key driver in our professional decision making.

What this means in practice:

  • The operational needs of the University (i.e., service needs of our students and other customers) are our top professional priority.
  • RHFAs must align with departmental goals and be cost effective.
  • RHFAs are only appropriate when job duties are conducive to such arrangements. Management is responsible for making this determination.

Principle 2:

Student Needs Are Evolving and We are a Learning Organization

We serve a diverse population of students with an equally diverse set of needs and expectations. Higher education, industry, and society are evolving rapidly, especially due to the influence of technology. Because we hold student success to be paramount, we recognize that our work must evolve alongside the changing needs of our students.

What this means in practice:

  • RHFAs must be documented, regularly evaluated, and may be modified or terminated based on evolving business needs.
  • Terms and conditions of collective bargaining agreements and other personnel and University policies must be upheld.
  • Students may choose to leverage virtual options and extended hours; however, we have an obligation to provide substantial in-person services to our highly residential student body.

Principle 3:

Flexibility Fosters Inclusion, Compassion, Dedication, and Collaboration

Education and student services are necessarily human resource-intensive processes. Staff are the lifeblood of our organization; they bring our mission to life. Student Affairs must nurture its staff in order to be successful in supporting every student’s success. Taking care of staff is the right thing to do, and it makes good ‘business’ sense because it promotes employee engagement, morale, loyalty, and productivity, which directly benefit our students.

What this means in practice:

  • RHFAs can be a mutually beneficial business strategy when employee requests and the University’s business needs align.
  • The process for requesting RHFAs must be transparent and for reviewing RHFAs must be equitable.
  • Employee performance is a consideration when evaluating eligibility for RHFAs.

These principles remind us that we do not yet have all the answers because the world around us is changing rapidly; but we do have clear values and vision to inform our decisions.

If you have questions, feedback, or suggestions regarding this guidance, please consult: 

  • Your supervisor or department head or
  • Your Divisional Control Point (AVC/Dean) or
  • Miles Ashlock, Chief of Staff in the Office of the Vice Chancellor for Student Affairs