What else might be going on?
Workplace issues that are not related to flexible work arrangements are sometimes amplified or magnified with flexible work or a desire to start flexible work. Rather than making the assumption that flexible work is either the cause of or the solution to an issue, it can be helpful to ask, “what else might be going on?” The issue may be related to flexible work, or there may be other ways the issue can be addressed.
An employee is reporting increased sick leave
- Provide support/coaching/care and curiosity about what the employee needs
- Refer to EFAP/Lifeworks if appropriate
- Follow standard attendance management practices if appropriate (contact your HRC)
An employee says they need to work remotely due to the cost of commuting and parking
- Provide links to parking options provided by UVic
- Explore bus pass/flex pass options
- Consider alternate start and finish times
- Encourage carpooling with colleagues
An employee seeks remote work as an accommodation for child/elder care, medical issues and/or mental health
- Explore options for greater flexibility in scheduling
- Consider hybrid work if appropriate, or use a formal accommodation request and process to explore other options
- Connect with a Work Life consultant for advice
An employee perceives workload issues can be mitigated by remote work, citing more demands on their time on campus.
- Clarify team norms, provide role clarity and ensure equitable work distribution on the team
- Provide clear workload expectations and explore the concerns to assess if the issue is workload or performance related
- Use regular 1-1 check-ins to assess workload and support needed
- Create appropriate environments for focused tasks, including ad hoc hybrid work where feasible
An employee seems reluctant to engage with team/students/clients, or they want to avoid contact with others due to introverted personality style or lack of communication skills
- Plan some team-building activities and structured team time
- Re-evaluate team communication norms
- Provide coaching/support/training
- Check in on employee’s mental health if the behavior is unusual
An employee wants to work remotely to avoid interpersonal conflicts that exist with others
- Be present, clear and engage early to address difficult conversations
- Clarify and model expectations for addressing conflict in a healthy, proactive way
- Refer employee to UVic’s Employee Learning Programs for interpersonal communications training
An employee is unhappy with remote work decisions and cites favouritism or equity issues
- Develop and communicate department criteria for flexible work
- Create transparent application and approval processes
- Seek senior leadership support to ensure equitable decision making across larger departments
Concerns are raised about an employee who is working two jobs or runs a home business while working remotely
- Clarify expectations for scheduling work, availability, equipment usage and clear work delineation
- Refer to UVic’s Conflict and Confidentiality policy
An employee wants the flexibility of remote work but does not want to share office space or work in an open concept office plan
- Confirm that employees participating in hybrid work are expected to give up dedicated office space as part of the process
- Recognize that hybrid and remote work can help manage office space issues for the university
- Create clear office principles and space plans based on role needs
- Support employees through the change that space shortages are creating on campus
Performance issues that existed before flexible work was established continue to create challenges, and you suspect the employee wants to work away from campus to avoid performance management
- Engage in active performance improvement planning—contact your HR Consultant for support
- Clarify which aspects of the performance plan must be accomplished on campus
- Flexible work arrangement may be suspended during a performance improvement plan, but flexible work decisions should not be punitive
An employee views flexible work as an entitlement to offset low compensation
- Consider other forms of non-compensatory benefits such as employee development, stretch assignments and job enrichment
- Engage actively in employee appreciation and recognition