This website stores cookies on your computer. These cookies are used to collect information about how you interact with our website and allow us to remember your browser. We use this information to improve and customize your browsing experience, for analytics and metrics about our visitors both on this website and other media, and for marketing purposes. By using this website, you accept and agree to be bound by UVic’s Terms of Use and Protection of Privacy Policy.  If you do not agree to the above, you can configure your browser’s setting to “do not track.”

Skip to main content
People Departments Maps Buildings Rooms A-Z
University
of Victoria
Apply Library
Sign in Online tools Sign out
Human Resources

Flexible work arrangements

While not all roles at the university are suited to remote or hybrid work, we believe that most roles can incorporate some degree of flexibility. UVic offers flexible work arrangements where possible including both where and when work happens.

Most staff and supervisors support the ability to work from home at times, where operationally feasible. For roles that must be performed on campus: hours of work, scheduling, use of time off and voluntary reductions in workload provide flexibility, as supported by applicable collective agreements. 

UVic takes a principle-based approach to flexibility. Determining the criteria for flexibility request approval and making decisions that work for the whole team are best determined at the departmental level.

Types of flexible arrangements

There are 3 types of flexible work arrangements available at UVic:

  • campus flex: on campus, with flexibility in hours of work, scheduling or use of leave entitlements
  • hybrid flex: combination of on-campus and working from home
  • remote flex: fully remote with limited campus presence, based on exceptional circumstances
Flexibility arrangements are temporary. They have an end date and may be renewed, suspended or cancelled with reasonable notice.

Campus flex

When your role requires you to work on campus, there may be flexibility options with hours of work, scheduling and part-time workloads while working within existing collective agreements. This may be more challenging in roles that require shift work, service coverage or established business hours. Campus flex encourages open discussions, creativity and willingness to try and evaluate different approaches to increase flexibility for those working on campus. These arrangements will be temporary, with an end date that is renewable, and may be reviewed or cancelled by either party with reasonable notice.

Some options within campus flex include: 

The ability to start or end the workday at non-standard times to avoid peak travel periods, take advantage of transit or carpooling options and manage family responsibilities

The ability to extend the scheduled workday to work the same hours with additional or longer break periods to meet personal goals, which might include exercise, appointments or personal time during the day.

Some collective agreements include this option where a small amount or additional time worked each day accumulates for a scheduled paid day off.

The averaging of weekly hours over a set period, so that some weeks will be more hours and some fewer hours without the accrual of overtime. This option may be limited by collective agreements.

The accrual of additional hours worked to be taken off at a later, agreed to date at regular rates of pay (not overtime). This option is currently only available to PEA employees through Article 10.03 and 10.04 of the UVic/PEA collective agreement.

A temporary or ongoing reduction in workload to a part time schedule to manage personal or family obligations.

To supplement other leave entitlements, such as taking an extended vacation, employees can request a personal leave without pay.

When two part-time staff members share a full-time job. This is different than a single employee reducing to part-time because the role remains a full-time role.

Campus flex is not intended for faculty roles. Arrangements implemented by the employer for operational reasons are not considered part of the flexibility framework.

Hybrid flex

Formerly referred to as remote work arrangements, the hybrid flex model is based on a combination of working on campus and working remotely. Hybrid flex may involve a fixed schedule of on-campus and remote days or it may allow for more flexible scheduling based on the needs of the work, team or individual. 

UVic's principle-based approach to flexibility is built around temporary, renewable arrangements that require employees to reside within commuting distance and maintain a connection to campus. We recognize that personal commitments or relocation may require an individual to work remotely from a location outside of commuting distance on a temporary basis (up to 6 months). These cases are intended to be temporary with a plan for employee to return or relocate within commuting distance within a 6-month timeframe, and are considered to be the same as hybrid flex.

Hybrid flex: frequently asked questions

Where collective agreements permit hybrid flex can include modified work weeks or non-standard schedules.

Each unit or department manager will determine how non-standard work schedules will be considered. Operational effectiveness, client support and team communication are some considerations that may limit non-standard scheduling of hours of work. Refer to the appropriate collective agreement for provisions relating to scheduling and hours of work. For those whose work must be done on campus, see the campus flex options.

Each unit or department manager will determine the type of requests that will be considered. Some departments may implement set schedules in order to meet operational requirements and to share workload among employees.  Some departments may be able to approve a more flexible approach to scheduling remote workdays than others.

Yes. In order to maintain services or respond to an urgent situation, supervisors may ask employees to come to campus and employees may need to adjust their hybrid schedule to do so. Supervisors will provide as much notice as possible.

One of the benefits of hybrid work is the ability to reallocate space, reduce occupancy in lower-quality workspaces and free up additional space for growing teams. Employees participating in Hybrid Flex can expect to be reassigned to on-campus space that has been configured for part-time use. Those working the majority of their time remotely may not be allocated a dedicated office and may be provided shared or communal workspace. This will be determined at the unit/department/division level.

Remote flex

In some rare and exceptional circumstances, an agreement may be reached in advance for an individual to work remotely on a full-time basis from a location that is outside of commuting distance and may be outside of the province of British Columbia, with no plans to relocate or return to British Columbia. In these circumstances a working-out-of-province agreement is required. UVic will not approve employees working from outside Canada.

Remote flex is not intended to apply to Faculty roles.

Working outside British Columbia

Due to the legal and logistical implications of employees working outside of BC and the emergent nature of issues and policy development, both the employee and the hiring manager should give full consideration to the risks, costs and other implications of the arrangements and proceed with an abundance of caution. Supervisors must discuss remote flex applications with their Human Resources Consultant (HRC) to ensure all risks and considerations are taken into account.

Examples of rare and exceptional circumstances may include the following case study circumstances:

The position has been vacant for 2 years after several failed recruitment attempts. A strong candidate is finally identified, but they are not able to move to Victoria based on family commitments. With careful consideration, a Working out of Province Agreement is signed that makes a remote flex arrangement work for everyone. There is no intention for the employee to move to Victoria.

An employee has been planning their retirement for several years and has created a succession plan from within the department. The individual hired to succeed the retiring employee announces they will be taking 1 year of parental leave, which creates a temporary vacancy. The retiring employee has purchased a home in another province, but has agreed to postpone their retirement date for 1 year if they can work from their new home. With the help of the HRC, the department leader and retiring employee have agreed to a 1-year remote flex arrangement and a working-out-of-province agreement was signed.

The university has set up a new partnership with another institution outside the province on an exciting research project. There is a 2-year placement for a UVic staff member requiring them to work at the partner campus. Once the project is complete, the staff member will return to their previous role and return to their Victoria home. Given the duration, this would be considered a remote flex arrangement, and a working-out-of-province agreement is required.

Eligibility

Eligibility for flexible work arrangements will vary based on operational needs and where supported by applicable collective agreements. 

Campus flex and remote flex arrangements are not intended for Faculty. The CUPE 4163 Component 3 collective agreement has no provisions for flexible work arrangements.

Relevant collective agreement provisions:

  • article 10 - work scheduling
  • article 14 - personal leave

  • article 18 - hours of work and shifts
  • article 24 - leave of absence

  • article 17 - leave
  • TA Appendix section 14
  • non-Student Appendix section 14
  • ELC and FLP Appendix section 14
  • Cultural Assistance Appendix section 27.01
  • Resident Life Appendix section 14s & 17

Application process

All flexible work arrangements are employee-initiated.

Step 1: complete the self-assessment & home safety checklist.

This will help you think critically about whether your approach to work and home environment are suited for remote work, and that you are able to remain personally well working at home.

Flexibility self-assessment and home safety checklist
175KB PDF file

 Step 2: submit the flexibility request form to your supervisor.

We recommend discussing your request with your supervisor and consulting relevant collective agreements prior to submitting the form.

Flexibility Request Form
166KB PDF file

Approval of flexible work arrangement requests is at the discretion of the departmental supervisor or manager and will not be made in a manner that is arbitrary, discriminatory or in bad faith. 

  • in all cases of remote flex, the supervisor must consult with their Human Resources Consultant prior to approval
  • if you disagree with the supervisor's decision, it may be reviewed by the Senior Management Excluded leader of your faculty, program or division.

Flexible work arrangements will be reviewed at minimum on an annual basis and adjustments may be made to ensure it continues to work well for both the employee and department.

Developing flexibility criteria

Leaders are encouraged to develop criteria and a process by which departmental flexibility decisions will be made in alignment with the flexibility framework principles. Larger departments may wish to consider discussing unit-based criteria at a leadership team meeting to ensure equity across the department. Consider input from your team in the following areas to develop departmental criteria:

  • what type of work must be performed on campus (maintenance, client services, labs, etc.)
  • what work requires access to equipment or materials only available on campus (lab equipment, specialized computer equipment, confidential records, etc.)
  • what meetings or collaborative activities must be on-site and which could be done online
  • does the work require prescribed onsite days or a "presence with purpose" approach
  • are there aspects of the work that require focused concentration
    • what environment is most suited to supporting this expectation

  • is there a minimum number of people that must be on site to meet service, coverage and safety needs
  • are there "blackout" periods where all staff would be expected to be on campus and working established schedules
  • does the unit need core operating hours or can individuals flex their start and finish times
    • could an individual working remotely provide extended service hours
  • what are your unit's policies and practices around vacation usage and scheduling
    • how might you assess preferred client or student modes of service (i.e. do your clients prefer face to face or online appointments)

  • is the request from an individual in a hard to fill or succession-risk role
    • how will you address the recruitment/retention issues in a fair and equitable way
  • for campus flex options where the staff member works at a non-standard time, are there systems to track and record hours or will you use an honour system
  • what is the individual's ability to be self-organized and motivated
    • the employee self-assessment form can be a good conversation starter to discuss personal suitability
  • does the individual require coaching, support or a structured environment to effectively fulfill their responsibilities
    • can these supports be provided remotely
  • if applicable, does the individual have an appropriate home office environment and adequate internet coverage to do the work
    • see the home office safety checklist

  • are there circumstances when you might postpone a flexibility arrangement (e.g. new employee orientation and training periods or until a large project or initiative is complete)
  • will you consider flexible arrangements during probation or trial periods
    • why or why not
  • when might you suspend a flexibility arrangement
    • examples might include some medical/health related issues that make working remotely difficult or a change to operational improvement plans that require observation, feedback and support)
  • what circumstances might cause you to end a flexibility arrangement before the term is complete
    • examples might include performance issues, productivity concerns, lack of sufficient internet speed or suitable workspace at home, reluctance to communicate and collaborate with the team or other operational challenges
*For remote flex, these considerations must be clearly addressed in a written agreement before the individual commences work.

  • do you have team norms established to ensure clarity on methods of communication, access to expertise and equitable workload
    • see the team norms resource for ideas
  • do you know how information and knowledge flows between team members and how to support the human connections needed? What tools/technologies will you use
  • do you have ways to recognize and celebrate accomplishments in a remote/hybrid environment
    • see the recognition toolkit for ideas

  • how will you communicate your criteria, request process and decision-making process to the team and ensure new staff are aware of it
    • when declining a request, document your reasons and advise the individual as soon as possible, ideally in person, to ensure they understand the decision

  • how might your own attitudes and preferences regarding flexibility bias your approach with your team
  • do you unconsciously or consciously privilege on campus staff members or remote staff members by providing more attention, opportunities and support to one group
  • are you a leader who can manage by outcomes and trust individuals to do the work
  • what are your processes for assessing productivity and quality of work
    • are they the same for on campus as remote individuals
    • do you have measurable and objective standards for performance
    • see the Performance and Development Cycle tools for ideas
  • how do you make yourself available to your team
    • do you have regular 1-1 meetings with team members
    • do you have regular team meetings
  • how will you monitor individual workload and capacity to ensure work is evenly distributed between on campus and remote roles

Flexibility framework principles

UVic takes a principle-based approach to flexibility. Each unit or department leader establishes criteria for flexibility based on the operational needs of their workplace and UVic's flexibility principles. Specific workplace agreements will be created for each request that addresses the needs of the department, individual and the overall UVic community. 

  • service and operational needs will be primary considerations for Flexibility Framework request approval
  • flexibility arrangements are temporary
    • they have an end date and may be renewed, suspended or cancelled with reasonable notice
  • flexible arrangements create opportunities to optimize space utilization, workplace technology and team communication norms

  • flexibility requires trust, initiative and sound judgement to create arrangements that work in each circumstance
  • less day to day oversight requires a supervisory approach that is outcome based, with clearly articulated expectations and understanding of work output, performance standards and communication norms established up front

  • flexibility requests will be employee initiated and voluntary
    • UVic will not unilaterally create flexibility arrangements requiring individuals to work at home or outside of work hours established in collective agreements
  • employees will normally be responsible for purchasing furniture to set up an ergonomic workspace at home and for providing adequate internet connectivity
    • UVic will provide the necessary technology

  • not all roles, individuals, teams or departments are equally suited to flexible work
  • while every effort will be made to consider flexibility requests in a fair and equitable manner across the institution, each decision must consider the unique circumstances of the role, individual, team and department context

  • some connection to campus, students, clients and colleagues is necessary in all roles
  • employees are expected to attend campus as required and may need to adjust their hybrid or campus flex schedule
  • remote flex (fully remote or long distance) will only be considered in exceptional circumstances