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Hybrid/Remote Work Policy - Supervisor Guide

Supervisor Guide

Supervisors play a vital role in implementing a Hybrid/Remote Work Program. This guide is intended to familiarize supervisors with the responsibilities, processes and resources that will help in managing an effective and productive hybrid/remote work environment.

The University developed its Hybrid/Remote Work Policy (“Policy”) recognizing the changes in the work environment. Hybrid/remote work arrangements are necessary to stay market competitive, to enhance employee recruitment and retention, as well as to increase environmental sustainability. However, this flexibility to work hybrid or, in very rare cases, remotely, is offered only to eligible employees when work performance, productivity or the collaborative nature of our Jesuit mission is not compromised.

Policy Overview

The Policy provides a framework for assessing which positions and employees may be eligible for a hybrid/remote work arrangement. In turn, it is essential that supervisors understand the Policy before processing any requests for hybrid/remote work. This will allow the supervisors to have an informed and constructive discussion with employees who wish to apply for a hybrid/remote arrangement.

Review the full Hybrid/Remote Work Policy.

Policy Highlights

  1. The Policy applies only to benefits eligible administrators.
  2. The hybrid work arrangement will generally require at least 3 days of on-campus presence subject to the approval of the relevant Academic Dean (if applicable) and the Area Vice President or designee.
  3. Remote work arrangements are the exception and will be granted only under extraordinary circumstances.
  4. To participate in a hybrid work arrangement, employees must live in NY, NJ, CT, or PA and within a commutable distance to campus.
  5. The work arrangement is revocable and can be discontinued at any time by the University or the employee.
  6. The work arrangement does not change an employee’s terms and conditions of employment.
  7. The work arrangement is not intended to permit employees to work jobs or attend to other personal business during working hours, nor is it intended as a substitute for dependent or other types of care.

Supervisor Responsibilities

It is your responsibility to ensure that the hybrid/remote work arrangements for your team:

  1. Support the University’s mission and vision, as well as align with the operational and business needs;
  2. Sustain service levels, quality of work, and productivity; and
  3. Approvals are made without favoritism or bias.

Determine Position Eligibility for Hybrid/Remote Work Arrangement

Determine suitability for hybrid/remote work arrangements for your team. Consider:

  1. Nature of the work and responsibilities to be performed are conducive to a hybrid/remote work location without causing disruption to performance or service.
  2. The needs of the department to advance its core mission and fulfill its role in that mission, including frequency of meetings, department goals and projects, and space constraints.
  3. Other collaborating departments’ needs and schedules.
  4. Whether or not daily face-to-face, in-person interaction is required, including on-campus appointments or meetings with students, constituents, or colleagues. Generally, positions with significant face-to-face, in-person interactions or require regular access to onsite confidential documents may not be suitable for hybrid/remote work.
  5. The position does not require onsite employee supervision.
  6. An excellent level of service can be maintained without hardship on collaborating departments, students, internal constituents and co-workers.
  7. Identification of a backup to monitor the hybrid/remote employee in the supervisor’s absence.

Determine Employee Eligibility for Hybrid/Remote Work Arrangement

After you have determined which positions are eligible for a hybrid or, in rare cases, remote work arrangement, you should evaluate if the employee(s) in the position is in good standing and can satisfactorily complete the job functions from an off-site work location. You should assess employee’s work habits, attitude, and overall performance based on the following:

  1. A clear understanding of the position and expectations;
  2. The ability to work independently, not requiring close supervision;
  3. The ability to work collaboratively with University stakeholders;
  4. Met or exceeded performance expectations in the last performance evaluation;
  5. Consistent ability to complete tasks and assignments timely and accurately;
  6. A high degree of workplace responsiveness to all constituents; and
  7. Communication skills.

Determine Schedules for Eligible Employees

A hybrid work arrangement will generally require at least three (3) days of on-campus presence pursuant to the Policy. It is recommended that you plan your team’s schedules (days in the office and days at an off-site location) so there is adequate on-campus presence throughout the work week, keeping in mind the business needs of your department. Schedules should be based on business needs; not on personal preferences.


Hybrid/Remote Work Best Practices

SETTING EXPECTATIONS

Clarify Expectations: Communicate clear expectations regarding job performance and responsiveness.

Be Specific: Communicate specific, measurable, attainable, and time bound outcomes that you expect the employee to produce.

Agree on Expectations: Ensure the employee understands and is aligned with work expectations.

COMMUNICATION

Establish Guidelines: Set guidelines around communications and responsiveness. For example, you may establish the expectation that emails be responded to before the end of the workday, and any missed calls should be returned within two hours. Guidelines should be clearly communicated and compatible with the operational needs of your department and deliverables.

Communicate Regularly: Communication is critical for successful hybrid/remote work arrangements. Set guidelines regarding response times, shared calendars and documents, as well as preferred communication methods for various situations.

Be Available and Engage Daily: Be available and supportive, track progress, and keep your team in the loop. Make sure employees working on-campus are available to collaborate and communicate with employees working off-site.

RELIABLE TECHNOLOGY TOOLS

Employees working at an off-site location should have access to reliable tools and technology to work collaboratively with the team. Reliable access to electronic files, resources, and smooth functioning of telephone/video conference calls will enhance their productivity.


Application and Approval Process

Application
Eligible employees who wish to apply for a hybrid/remote work arrangement are required to formally apply through the online electronic Hybrid/Remote Work Arrangement Form (“Form”). No informal hybrid/remote work arrangements should be made outside of this application and approval process.

Approval Process
Employees Submits Application:

  • After the employee submits the Hybrid/Remote Work Arrangement Form, their supervisor will be notified via an email containing the link to the employee's application for supervisor’s review and approval.

Supervisor Review/Approval:

  • If the supervisor determines the position and the employee are eligible for a hybrid/remote work arrangement, the supervisor grants their approval.
  • The Form is electronically routed to the relevant Academic Dean (if applicable) and then to the Area Vice President for final approval of the specific terms of the work arrangement.

Academic Dean (if applicable) Area VP Approval:

  • Once the Academic Dean (if applicable) and the Area Vice President approve or deny the request, both the supervisor and employee will be notified via an email regarding the final decision.
  • Applications for remote work will need the approval of the CFO and the General Counsel.

For a step-by-step guide for accessing and processing the Form, please see Appendix A.


Additional Resources

LinkedIn Learning

Harvard Business Review


Frequently Asked Questions

  1. What is the Difference between Hybrid and Remote Work?
    Hybrid Work means working from an assigned campus location for a minimum number of days during the work week and from an off-site location for the remaining workdays on a regular basis. Whether working on campus or off-site, employees are expected to perform their responsibilities and work the same general hours they were originally hired to work. Employees must reside in NY, NJ, CT or PA within a commutable distance from campus.
    Remote Work means working from an off-site location all workdays on a regular basis. Covered employees are expected to work the same general hours that they were originally hired to work, and to perform their responsibilities as they otherwise would at an on-campus work location. An employee approved for remote work may also be required, at times, to attend meetings or work at a campus location as directed by a supervisor or as operationally necessary. Remote work arrangements are the exception and will be granted only under extraordinary circumstances.
     
  2. Who is Eligible for Hybrid/Remote Work Arrangements?
    This Hybrid/Remote Work Policy applies to benefit eligible Administrators employed in the United States. Employees who wish to participate in a hybrid/remote work arrangement must be: (i) in good standing; and (ii) in a job whose duties and responsibilities are suitable for a hybrid or remote work arrangement. Eligibility for a hybrid/remote work is subject to the provisions of section 6 (Eligibility) of the Policy.
     
  3. Can Employees Work Remotely from Outside of the United States?
    No, employees are not permitted to work remotely from other countries due to tax and labor law implications.
     
  4. Who has the Authority to Approve Hybrid/Remote Work Arrangements?
    The supervisor is responsible for determining if a position or a class of positions, and the employees in those positions are eligible for a hybrid or remote work arrangement. As described in section 7.b (Approval of Hybrid/Remote Work Arrangement) of the Policy, the specific terms of the arrangement must be approved by the relevant Academic Dean (if applicable) and the Area Vice President or designee. Remote work arrangements must also be approved by the CFO and General Counsel.
     
  5. For How Long is the Approval of a Hybrid/Remote Work Arrangement Valid?
    Approval of a hybrid or remote arrangement is valid for one year unless it is revoked sooner by the University or ended by the employee.
     
  6. Is There a List of Positions That Are Eligible for a Hybrid/Remote Work Arrangement?
    No, there is no University listing of eligible positions. Not all positions and employees may be suitable for hybrid/remote work. It is the responsibility of the supervisors to determine if a position or a class of positions is eligible for a hybrid or remote work arrangement based on the department’s operational and business needs. Typically, if all the duties of the position can be accomplished at an equal or higher level of performance from an off-site location, the position may be eligible for hybrid/remote work.

    Some positions may be eligible only for “seasonal” hybrid work depending upon the fluctuating nature of the work schedule and the operational needs during a particular time of the year.
     
  7. Can a Hybrid/Remote Work Arrangement for Two (2) Similar Positions be Handled Differently? Can One be Approved and the Other Denied?
    Yes. It cannot be assumed that the same decision is appropriate for similar positions and employees of those positions, as these decisions must be guided by the business needs of the department. Section 6 (Eligibility) of the Policy provides supervisors the guidelines for evaluating eligibility. Supervisors should document the rationale of their decision when denying a request.
     
  8. What if an Employee Disagrees About Their Position’s Eligibility or Denial of Hybrid/Remote Work?
    If a request is denied, or an employee does not agree with the terms of their hybrid/remote work arrangement, the supervisor should attempt to resolve the matter informally with the employee. If needed, supervisors should consult with their Academic Dean (if applicable), Area Vice President or the Office of Human Resources Management.
     
  9. What Happens if an Employee with a Hybrid/Remote Work Arrangement Transfers to Another Department?
    The employee will have to apply for approval of a hybrid/remote work arrangement at the new department and may be granted approval at the discretion of the new supervisor, Academic Dean (if applicable) and Area Vice President.
     
  10. Are Employees Reimbursed for Expenses on Printing, Phone, Internet, Furniture, etc. Incurred at the Off-site Work Location?
    There will be no reimbursement for printing, phone, internet or furniture for off-site work location and all costs, whether relating to the initial set-up or the maintenance of an off-site work location, will be borne by the employee.
     
  11. Are Employees Covered Under Workers’ Compensation Insurance for Injuries Which Occur While Working from an Off-site Location?
    Yes. Such incidents of injury should be reported and handled in the same manner as if the injury occurred on campus.
     
  12. What Should an Employee Do if They Have Connectivity Issues While Working from an Off-site Location?
    If employees experience internet, phone, or power outages, they should get in touch with their supervisor as soon as possible. The supervisor will determine what work can still be performed during the outage or if the employee may have to come to campus and if any makeup time will be required. If problems persist, the supervisor will revisit the hybrid/remote work arrangement to determine if employee’s off-site location is suitable for continued hybrid/remote work.
     
  13. What Should an Employee Do if They Are Ill on the Day When They Are Working from an Off-site Location?
    If illness or other issues prevent an employee from working on off-site workdays, the employee should follow the department’s normal process for reporting absence and seek supervisor’s approval for appropriate leave, as they would for on-campus workdays.
     
  14. Who Should I Contact If I Have Questions About the Hybrid/Remote Work Arrangements?
    Supervisors should contact the Office of Human Resources Management at:
    • Nancy Hark, Assistant Vice President for Human Resources, nhark@fordham.edu, 718-817-4090
    • Gulay Siouzios, Assistant Director of Labor/Employee Relations, siouzios@fordham.edu, 718-817-3897

Appendix A
Hybrid/Remote Request - Processing

Hybrid supervisor screenshot 2

Hybrid supervisor screenshot 1