Flexible Work Guidelines and Resources
Embracing evolving workforce trends positions the University of Arizona as a great place to work and ensures we remain competitive in the current labor market.
Please use this page to support flexibility while ensuring we continue to successfully pursue our educational mission.
94%
Of staff respondents who have experienced flexible work arrangements agree or strongly agree that it increases their...
well-being.
73%/72%
Of supervisor respondents who offer flexible schedules or hybrid work, respectively, reported an increase in staff...
productivity.
92%
Of staff respondents who have experienced flexible work arrangements agree or strongly agree that it increases their...
morale/job satisfaction.
Data from the April 2022 staff and supervisor surveys. View the full report (PDF)
2022 Flexible Work Initiative
In spring 2022, University Initiatives, Human Resources, and Staff Council launched the Flexible Work Initiative. This project will inform guidance and resources to be shared in the coming months.
Overview of Flexible Work
Flexible work refers to arrangements that alter an employee’s:
-
Work location outside of a University building, office, or workplace (Flexible Space).
-
Schedule outside of a traditional Monday-Friday, 8 a.m.-5 p.m. (Flexible Schedule).
A flexible work arrangement can include either or both types of flexibility.
Types of Flexible Work
Hybrid Work Week
An employee completes some, but not all, of their scheduled hours from home or another off-site location.
Flexible Space
Summer Remote Periods
Refers to 1-4 weeks of time during the summer when an employee completes all work from home or another off-site location.
Flexible Space
Fully Remote
An employee completes all of their scheduled hours from home or another off-site location.
Flexible Space
Flexible Schedule 
An employee is allowed variations in start and end times, but does not change the total number of hours worked in a work week.
Flexible Schedule
Compressed Work Week
An employee completes their scheduled hours each week in less than five full work days.
Flexible Schedule
Core Business Hours
Refers to set times when all employees within an area, unit, or team must be working. Time outside of core business hours are flexible.
Flexible Schedule
Common Considerations
equipment and technology needs
-
Essential functions/applications.
Consider computer, internet access, essential software and applications (e.g., VPN, Instant Messaging, Outlook, Box folders), phone forwarding. -
Personal property vs. University property.
What personal property will be used to facilitate job functions? If University equipment or property is taken or purchased for use off-site, document using the Certification Statement For Off-Campus Location Use of Equipment (PDF). -
Information security.
Review required information security procedures, including no storage of information on home devices. -
Expenses eligible for reimbursement, if any.
Expectations and procedures
Staff and supervisors should discuss and consider the following:
-
Work hours and procedures for documenting productivity.
-
Expectations for remaining in contact with coworkers during work hours.
-
Responsibility and process for setting up remote meetings.
-
Documented agreements.
Guidelines and Templates
Before initiating a flexible work arrangement, please review the following guidance.
Flexible Work Program Guidelines
These guidelines explain the types of flexible work arrangements that may be available to certain employees and the process by which such an arrangement is developed and implemented.
Download Flexible Work Program Guidelines (PDF)
Flexible Work Agreement Template
This agreement template is a suggested guide to help units and departments document flexible work arrangements. It is provided as an MS Word file to allow customization, as needed.
Download Flexible Schedule/Place Request (Word)
Out-of-State Work Arrangement Guidelines
The complexities and costs of complying with state and local laws and tax requirements are increasing. To continue to ensure we remain committed to our Arizona community and land-grant mission, requests for out-of-state work arrangements require leadership review and approval and must meet specific institutional guidelines.
View Out-of-State Work Arrangement Guidelines
Tip: Don't forget to obtain and consider your department's/unit’s Continuity of Operations Plan (COOP) and emergency communication process.
University Resources
The University provides several resources to help facilitate flexible work arrangements. Please review the following.
Information Technology
Please reach out to your local IT support for specific departmental support. However, we encourage you to visit UITS for resources if you are working remotely.
Technologies for Working Remotely
Please use the 24/7 IT Support Center
for assistance.
Remote Work Expenses
Financial Services offers guidelines and best practices to help you ensure that all necessary expenses related to flexible and remote work are appropriate and reasonable.
Please email Financial Services
for assistance.
Parking and Transportation
To facilitate flexible work, Parking & Transportation Services offers occasional use garage and hourly parking options exclusively for University employees.
Occasional and Reduced Cost Options
Please email Parking & Transportation
for assistance.
Ergonomics
Ergonomics is the study of fitting the work/job to the individual. Risk Management publishes guidance for various work locations, including at home.
Ergonomics While Working at Home
Select the "Ergonomics While Working At Home" dropdown to view checklists, tips, and videos.
Please email Risk Management
for assistance.
Supervisors Decision Guidance
This planning template from University Initiatives includes suggested considerations to help supervisors plan, implement, and monitor their team's arrangements.
Supervisors Planning Template (Word)
Please contact your Senior HR Partner
for assistance.
Inclusive Workplace Practices
The Disability Resource Center offers guidance on using flexible work arrangements to improve inclusivity in workplace and workforce practices.
DRC Flexible Work Arrangements
Also review DRC's Inclusive Workplace Practices and Reasonable Workplace Accommodations to ensure your unit's arrangements meet the University's inclusivity standards.
Please contact DRC Workplace Access staff
for assistance.
Trainings and Courses in EDGE Learning
Research from the 2022 Flexible Work Initiative showed training areas that can help lead to more successful flexible work arrangements. With the help of the EDGE Learning project team, we have curated the following suggested courses to address those needs. In addition, check the “Work from Home Successfully” section under the “Professional Development for All” header on the EDGE Learning homepage for more recommendations.
LinkedIn Learning
Tip: Assign/take these trainings as a condition of your arrangements.
Remember to activate your LinkedIn Learning account before accessing these options. Find instructions on the About LinkedIn Learning page.
Resource Technology Training
Microsoft Teams deep dive
Collaboration and Connections
Facilitating remotely
- Leading Remote Projects and Virtual Teams
- Leading Virtual Meetings
- MS Teams: Successful Meetings and Events
- Zoom Leading Effective Meetings
For Supervisors/Managers
Remote/hybrid teams
For Supervisors/Managers
Case Studies
The 2022 Flexible Work Initiative project team researched how successful flexible work arrangement programs are being implemented across the University. Here are four of those stories.
College of Veterinary Medicine
description
The college formalized a policy and process for offering flexible work arrangements in summer 2022.
100 staff | 40 faculty (approximate)
Types of flexible work offered
- Hybrid Work Week
- Fully Remote
- Flexible Schedule
- Compressed Work Week
- Core Business Hours
Download CVM Case Study (PDF)
Housing & Residential Life
description
Housing launched a flexible work pilot program starting in the fall 2021 semester. The program is open to benefits-eligible employees only.
208 staff | 479 student workers
Types of flexible work offered
- Hybrid Work Week
- Flexible Schedule (Variation in arrival and departure times)
Download Housing Case Study (PDF)
University Information Technology Services
description
In July 2021, UITS implemented a service-first approach that supports flexible work options. The service-first approach focuses on the job role specifically and is not based on individual employee/personal preference.
300 staff (approximate)
Types of flexible work offered
- Fully Remote
- Hybrid Work Week
Download UITS Case Study (PDF)
Office of the Registrar
description
The office began offering hybrid option in fall 2021. Options were adjusted throughout 2022.
45 staff (approximate)
Types of flexible work offered
- Hybrid Work Week
- Core Business Hours
Download Registrar Case Study (PDF)
Frequently Asked Questions
General questions
No. If you have non-exempt (hourly) employees, the 9/80 schedule will not be an option for them due to payroll regulations. Please consult with your Senior HR Partner for guidance.
Maybe. Regulations may exist that complicate compressed work weeks for out-of-state employees who are non-exempt (hourly). Please consult with your Senior HR Partner for guidance.
Out-of-state work is not within the scope of the flexible work arrangements. To account for the complexities and costs of complying with state and local laws and tax requirements, and to ensure we remain committed to our Arizona community and land-grant mission, requests for out-of-state work arrangements require leadership review and approval and must meet specific institutional guidelines.
For international requests, please visit our International Employment page.
For domestic requests, please visit our Out-of-State Domestic Work Arrangement Guidelines page.
Yes. Decisions about flexible work arrangements must be guided by the responsibilities of individual positions, workforce characteristics, and the needs of a unit. However, the process to evaluate unit needs and employee requests must be consistent and equitable.
Supervisors can review the Supervisors Planning Template (.docx) for suggested questions and considerations to help ensure a consistent decision process.
Workstations, supplies, and equipment
Yes. To efficiently use on-campus workspace and grant flexibility requests from employees, units may create shared workspaces as a condition of a hybrid schedule.
No. Although hybrid arrangements may be made, employees will be responsible for supplying the necessary office equipment for the second workspace. Employee equipment needs and access must be considered when evaluating flexible work arrangements.
Yes. Employees may keep University-issued office supplies and equipment at an off-site location if it is in line with the flexible work agreement and is not detrimental to the requirements of the position and the needs of the department/unit.
Please use the Certification Statement For Off-Campus Location Use of Equipment (PDF) to document any University equipment taken to a building or site not owned or leased by the University.
"Flexible work schedules meet the needs of both our professional staff and the students we serve by making us more than an 8 a.m.-5 p.m., Monday-Friday office. While meeting the needs of staff to create a schedule that works for balancing their life outside of work, it simultaneously expands the hours staff are available to meet with students."
Michelle McKelvey, Director, Thrive Center
"Research has shown that employees with flexible work arrangements may experience better physical health and fewer somatic symptoms, which could include pain, fatigue or headaches. As we prepare students to build and lead the future of health care, we will continue to examine the potential of various flexible work plans to promote optimal health and well-being for employees."
Michael D. Dake, Senior Vice President, Health Sciences
"We are in a very dynamic labor market with regard to hybrid and flexible work schedules. As supervisors, it’s important to embrace this new normal to boost the morale, productivity, recruitment and retention of our colleagues. I believe that UA needs to lead or we will fall behind on the human talent front."
David Hahn, Craig M. Berge Dean, College of Engineering
Please contact your Senior HR Partner for more guidance and information.