July 15, 2026 - Space Management and Flexible Work Policy Takes Effect
This new policy outlines important expectations for the management of university space and requirements for staff for documenting work locations (at a university location or remote) and flexible schedules. It is accompanied by the launch of the new Work Location and Flexible Schedule module in UAccess.
Senior leaders, division leaders, and deans establish parameters for the type of flexible work agreements that are permitted within their units. Within their area's parameters, supervisors and managers should use this page to help manage and document flexible work agreements while ensuring we continue to successfully support employee needs and pursue our educational mission.
Expand to learn more:
- Certain positions or units may not be eligible for flexible work agreements due to the nature of the work.
- Flexible schedules must ensure compliance with all applicable laws, including the Fair Labor Standards Act (FLSA).
- Flexible location cannot be located outside of the state of Arizona unless the appropriate Out-of-state work arrangement or International arrangement guidelines and approvals have been met.
- During their flexible schedule or at their flexible location, the employee must have all of the tools necessary to perform all work duties (hardware and software, internet, phone, VPN, access to electronic files, teleconferencing capabilities, etc.).
In alignment with the Space Management and Flexible Work Policy, employees use the UAccess Work Location and Flexible Work module to add location and schedule information related to flexible work agreements.
Supervisors must discuss any relevant flexible work arrangements with direct reports prior to them completing the UAccess module. All changes that staff, faculty or appointed professional make in UAccess will be routed to their supervisors for review and approval.
Supervisor Decision Guidance and Responsibilities
Please visit the Flexible Work Agreements page for general university information, guidance, and support resources related to flexible work. Contact your HR team for more assistance.
Before initiating a flexible work agreement, supervisors should discuss and consider the following with their direct reports:
- Procedures for documenting productivity.
- Expectations for remaining in contact with coworkers during shared work hours.
- Responsibility and process for setting up remote meetings.
- Documenting work location and flexible schedules in UAccess.
Please review the following items to consider:
Planning
Consider the following when establishing expectations for flexible work:
- Essential functions that must be offered in person or during certain times.
- Timing and modality of your unit’s regular weekly meeting schedule.
- Are there space or coverage constraints that might be alleviated by flexible work agreements?
- Does your unit have the necessary equipment and technology support for flexible work?
Implementing
Discuss and document the following logistical items:
- How will flexible work options be communicated to your unit, or when recruiting new staff?
- How will flexible work agreements be documented in your unit?
- How often will flexible work agreements be revisited/discussed and in what format?
- How will you manage employee engagement and team collaboration?
- How will you avoid proximity bias; the tendency for supervisors to show favoritism or give preferential treatment to employees who are closest to them physically?
Monitoring Success
Be prepared to answer the following questions:
- How will you monitor productivity in a flexible work environment? (Does it differ from how you already monitor productivity for traditional arrangements?).
- How will you monitor employee well-being and job satisfaction in a flexible work environment?
- What challenges do you anticipate facing while implementing flexible work?
- What resources or support will you provide to your employees while implementing flexible work?
Additional Tips
- Obtain and consider your area’s Continuity of Operations Plan (COOP) and emergency communication process.
- Review Financial and Budget's Best Practices for Remote Work Expenses.
Training and Courses
Human Resources has curated the following suggested courses for supervisors and managers. Build these into your Career Conversations or complete at your convenience as part of your ongoing professional development efforts.
In addition, check the “Work from Home Successfully” section under the “Professional Development for All” header on the EDGE Learning homepage for more recommendations.
Remember to activate your LinkedIn Learning account before accessing these options.
Find instructions on the About LinkedIn Learning page.
Productivity and Proximity Bias
- Proximity Bias Collection (5 LinkedIn Learning videos)
- Creating the Environment for Productive Virtual Teams
- Supporting Productivity in Remote and Hybrid Work Collection (4 LinkedIn Learning videos)
Management and Culture
Frequently Asked Questions
General Questions
Culture and a positive work environment can be built in many ways, and it may depend on the role, the person, and the unit. Even if flexible work is offered, strategies to retain and motivate employees that address well-being, morale, and other employee needs in the workplace should be considered holistically.
For consultation and help determining ways to support your employees, please contact your HR team.
Yes. Decisions about flexible work agreements may be different, but the process to evaluate unit needs and employee requests must be consistent and equitable. Supervisors should be guided by the responsibilities of individual positions, workforce characteristics, and the needs and parameters of a unit.
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 HR team 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 HR team for guidance.
Flexible location cannot be located outside of the state of Arizona unless the appropriate Out-of-state work arrangement or International arrangement guidelines and approvals have been met.
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.
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.
Senior leaders, division leaders and deans establish parameters for flexible work agreements that are permitted within their units. Please contact your supervisor or college/division leadership about what will be permitted or covered related to flexible work.
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.