Flexible Work Policy Toolkit

The University of Denver (DU) thrives by bringing together diverse staff, faculty, and students to engage in learning, scholarship, co-curricular activities, athletics, creative work, and research. As a residential community with in-person learning and research, the University is committed to a vibrant campus experience. To that end, the University recognizes that the utilization of flexible work arrangements offers advantages for both the University and our employees where these arrangements are operationally appropriate. Providing flexible work options may result in increased employee job satisfaction and retention, employee productivity, and improved recruitment results. Click the button below to view the full Flexible Work Policy

 

Flexible Work Policy for Staff

 

Training & Learning Sessions

Please review our video recordings for both sessions.

Video for Supervisors

Video for General Employees

Instructions for the Flexible Work Request Form

 

• Deliberation for Different Divisions

  While Human Resources and Inclusive Community (HRIC) provides recommendations for the implementation, deployment and operational success according to each unit, it is the responsibility of each division to determine the best approach to maintain a sustainable work schedule.

• Policy Overview

  • Flexible Work may include flexibility associated with work locations and/or schedules.

  • Flexible Work arrangements must be memorialized in writing, include start and end dates (with the exception of a fully Remote Work role) and comply with all applicable laws and regulations, including but not limited to the Fair Labor Standards Act.

  • Employees working under Flexible Work arrangements are required to satisfactorily perform all job duties and to comply with all applicable University policies.

  • Each college/school/unit will determine what Flexible Work options are available for staff in their unit. To do so, the unit leader will develop a Flexible Work Plan for the unit that determines which staff positions are eligible and adheres to the following principles.

  Please review the Flexible Work for Staff policy for full information.

• Work Location Arrangements

  While the majority of duties for positions at the University are performed on campus, there are situations where it is in the best interests of the University for certain employees to have an officially designated work location off-campus. Work location arrangements may be generally defined as:

  On Campus: The employee's official and primary work location is designated to be on campus and an on-site presence is required on a regular basis.

  Remote: The employee's official and primary work location is off-site (not in a University owned or rented work space). The employee may work remotely on a regular basis but be required to come onto campus for meetings and other activities

  Hybrid: The employee has a defined schedule in which work is carried out some days of the week or month in their official and primary work location on campus and some days in an official remote location.

  Each work location arrangement may support the use of the Flexible Schedule arrangements. Employees must promptly notify their supervisor if they seek to change their off-campus work location (e.g., because the employee intends to move to a new residence).

  Please review the Flexible Work for Staff policy for full information.

• Flexible Schedule Arrangements

  Regardless of work location, a unit may consider Flexible Schedule arrangements that meet the needs of both the unit and the employee(s). Flexible schedule arrangements include flex time, compressed work schedules, and modified work week schedules.

  Flex Time

  The use of flex time allows a greater opportunity for employees to balance their work and personal responsibilities. It also offers the opportunity to expand the hours during which a work area may be open for operation.

  • Flex time provides options in setting the work start, end and/or meal times, typically with a designated core period during the day when all staff members are present or working. It may also allow the meal break to be taken at the end of the day so that the employee may leave at an earlier time. An example of flex time is an employee requesting to start work at 6 am so that they may leave earlier, while another member of the same team may choose a 10 am start time and work until later in the day.

  • A variation on flex time is the split work schedule, under which the work day is split into two distinct segments. Typically, a split work schedule involves an employee starting work earlier than normal, having a break of at least 2 hours during the middle of the day, and ending their day later than normal.

  Compressed Work Schedules

  A compressed work schedule allows an employee to work the expected weekly hours for such employee’s role in fewer workdays. For example, a full-time employee could work four days to meet the required weekly hours instead the same hours across five days.

  Modified Work Week

  While the University generally defines its work week as Monday through Friday, it may be in the best interests of the unit and employee to redefine when a work week begins and ends. Each bi-weekly pay cycle is comprised of two weeks. Under a modified work week arrangement, a non-exempt (bi-weekly) employee who normally works five days each week of the pay period could, for example, be assigned to work three days in week one of the payroll cycle and seven in the second week. A unit would need to consider that such an arrangement would likely result in overtime payments.

  A unit’s modification of the work week in a specific instance will not change the University’s definition of the work week for payroll purposes, its pay dates, or its method of calculating overtime within a work week.

  Please review the Flexible Work for Staff policy for full information.

 

Frequently Asked Questions

 

General Questions

 

• How do I find out who my HR (Human Resources) Partner is?

  You can send an email to AskHRPartners@du.edu, and we will have the HR Partner for your unit reach out to you. We are transitioning unit’s HR Partners now, so there may be inaccurate information on our website. 

• I have questions about the Flex Work Policy, who can I speak with about it?

  Questions about the Flex Work Policy can be answered by your unit’s Business Officer or by your Units HR Business Partner.

• I have questions about my unit’s Flex Work Plan, who can I speak with about it?

  Questions about your unit's specific plan can be answered by your unit’s Business Officer or your manager. 

• I do not agree with my unit’s Flex Work Plan, who can I speak with about it?

  You can speak with your HR Business Partner.

• I have a co-worker in a different unit, their unit Flex Work Plan is different, how can the plans be different? Don’t we all have to follow the University’s policy?

  The University’s Flex Work Policy is overarching and allows for flexibility at the unit level for unit leaders to make decisions that are best for their workforce. Consequently, units are not required to adopt Flexible Work or can limit its application according to operational needs. 

• What if I need to change my hybrid work schedule? Can that be done at any time?

  Reach out to your unit’s Business Officer, they will be able to provide you with information on changing your hybrid work schedule.

• If I am not sure if my position is eligible for a flexible work schedule where do I go to find out more?

  Discuss this with your supervisor and if they are uncertain include the Business Officer. The policy accounts for a variety of flexible work options, in addition to hybrid and remote work.  Some positions due to the nature of their role and responsibilities may not avail themselves to flexible work options.

• If the University is closed due to inclement weather or some other event and I have a remote arrangement or work remotely, should I carry out my duties in a remote fashion or cease work since the University is closed.

  Please discuss with your supervisor as to the direction they want the unit to take. If the university is closed and employees who are ready, able and willing to work exempt employees are paid their regular salary. For non-exempt employees in this scenario, please confer with your manager.

• As a manager who leads hybrid work teams what are some recommendations to support both hybrid employees and worksite employees?

  Build trust and be inclusive:  Remote employees might feel that those in the office have greater access to the leader and to other team members. One-on-One meetings become more important for all employees to reinforce connection and everyone is on the same team and overall consistency.  

  Communicate often:  Managers must pay attention to and meet the personal needs of each team member. The heightened focus on demonstrating empathy and genuine caring for each team member’s wellbeing can be demonstrated by discussing practical operational needs and interpersonal needs of all members.  

  Focus and Accountability: Focusing on outcomes rather than processes or “we have always done it this way”, needs to be the priority. This goes for remote and worksite staff members. Letting go of administrative processes and focusing on outcomes demonstrates greater consistency in managing and trust amongst all employees. 

  Beat burnout with empathy: Managers need to remain vigilant about how employees are feeling about their workload, and their work-life balance. Continue asking employees how they feel on a consistent basis. If you find that the employee is experiencing imbalance, work with them (and your HR Partner as needed) to re-balance and support them.

  Working on a hybrid team will require all members to adapt in some way and question perceptions they may have about who is working the “hardest” on the team. Both in-person and remote environment carry different pressures and it is important to recognize these and address them openly and honestly. Asking questions, providing support, and addressing misconceptions are all good starting points. Your HR Partner is a tremendous resource along the way.

• As a remote employee what are some recommendations for me to be successful in my role and growth at the University?

  Communicate proactively with your teammates and manager; clarify expectations from your manager and co-workers; set regular work hours and update calendar so people know how to connect with you; structure your days; create a dedicated work space as is practical and do not minimize self-care such as regular breaks, lunch periods, etc,.

 

American with Disabilities Act (ADA) Accommodation Questions

 

• A family member in my household is immunocompromised or is considered high risk by CDC standards, can I request to work from home?

  DU follows recommendation guidelines by the Centers for Disease Control (CDC) and the Colorado Department of Public Health and Environment (CDPHE) to assess COVID-19 risks. As COVID-19 has transitioned from a pandemic to an endemic, there are no ADA accommodations for employees with immunocompromised family or household members as the ADA applies only to the employee’s own health condition. 

• Can I request an ADA Accommodation (be it temporary or permanent) for my disability?

  Some ADA accommodations may be provided on a case-by-case basis and may require medical documentation for approval. Please contact the ADA Coordinator at ADA.Coordinator@du.edu or at 303-871-3941 to start the interactive process. 

• If I am in a high-risk category as defined by CDC, am I required to return to work?

  Depending on your circumstance, you may be eligible for ADA reasonable accommodation, which can include flexible work arrangements or a period of medical leave. Please contact the ADA Coordinator at ADA.Coordinator@du.edu or at 303-871-3941 to start the interactive process. 

• Will DU supply disability-related assistive technology for employees working remotely?

  Yes, all necessary assistive technology tools will be provided to employees that need it from their home or alternate work environment. Please contact the ADA Coordinator at ADA.Coordinator@du.edu or at 303-871-3941 to request any assistive technology.

• Will DU supply ergonomic furniture for employees?

  Depends on the need. We recommend reaching out to your divisional leader or supervisor first to inquire about specific furniture for your work from home setup. If it is about a specific disability need, please contact the ADA Coordinator at ADA.Coordinator@du.eduor at 303-871-3941.

• If I have a 504 accommodation plan with a previous employer and am starting employment with the University of Denver, what do I need to do?

  Please contact the ADA Coordinator at ADA.Coordinator@du.edu or at 303-871-3941 to start the interactive process.