Policy and Agreements

Policies that support the creation and sustainability of successful flexwork programs have certain elements included, such as reinforcing that the program is a privilege and not a right, outlining expectations for behavior and proactively addressing equity issues. Telework, which often represents the most drastic change in how a workgroup performs and collaborates, is the most critical when developing a policy. Effective polices accomplish many of the following outcomes:

• Provides a basis for a manager to accept or deny an employee’s ability to flexwork. In many cases, this can be based on the suitability of their job, the overall schedule of the workgroup, their performance, and if they take TAG’s Employee Suitability Assessment, can be based on their competencies with the critical personal attributes linked to teleworking.
• Establish boundaries around each employee's participation period. Timing for beginning participation, duration, and how much time must pass before employees can reapply are all articulated.
• Specify the expected types of employee behaviors, including performance, the treatment of security sensitive materials and equipment. Specifically, a solid policy will outline which behaviors can result in the program being terminated for an employee.
• Create an equal playing field for employees in terms of who's capable of flexworking, thus resolving many equity issues. It should be clear why an employee is capable of flexworking and another is not. We discourage using distance from work, maternity leave and other causal sources for teleworking as it can result in equity issues, (e.g. “I live sixteen miles from work, why do I have to live twenty miles away in order to telework?”). An effective policy requires all parties to identify job-tasks and employees who perform more effectively in a flexwork program.
• Support participation in a variety of flexwork types. If an employee’s job tasks won't support telework, and a program includes other types of flexwork, the policy should support that some employees may only be able to participate in some of the flexwork program types. In addition, effective policies can emphasize that it may be possible for an employee to change their job-tasks or get in a position that is “flexwork friendly”. In this case, it is critical to get the buy-in of managers for any type of job re-design and collaboration with employees.
• Clarify scheduling and communication norms. Effective policies provide employees preferred communication methods and stable flexworking dates and times.
• Specify who pays for support equipment, software and other supplies. If accomplished properly, doing so mitigates potential equity issues.
• Provide ergonomic, home setup, and home safety guidelines to protect the organization as well as the employee.

Outline of a Flexwork Policy and Agreement:
The policy and agreement for your organization will be unique based on the needs of your program and the culture of your organization. However, there are some basic areas that almost every policy and agreement cover:

1. Opening paragraph. Explains why the organization is implementing a flexwork program, (or pilot if that is the case). This should include the outcomes for the organization, employees and community. If there is a timeframe or other limitations they should be included as well.
2. Employment Guidelines. The program is a privilege. Covers employee behavior expectations and any organizational guidelines around topics such as overtime and sick time. Provides the manager the option of altering the schedule, requesting the employee to come into the office on a telework day, and other expectations.
3. Program Participation and Renewal. Any performance requirements are covered here, (e.g. a specific job rating), as well as possible performance reviews for continued participation. Who has the right to cancel a program, how much notice is required, and the fact that a program may have a limited time period after which the employee may need to re-apply.
4. Equipment, Software and Office Supplies. Covers whether the employee or organization pay for necessary equipment, software and supplies. Guidelines for the use of the organization’s equipment and materials, who is responsible for damaged property and expectations around the treatment of the organization’s equipment, software, etc.
5. Telework Site Safety and Ergonomics. Sets the expectation that the employee has a suitable remote work location and understands the ergonomic and safety requirements of their workspace.
6. Legal and Tax Implications. States that the employee is responsible for any tax implications of teleworking. This is especially critical when an employee lives in one tax zone, City, State, etc. and works in another.
7. Data Security and Computing Environment. What type of data can be accessed remotely and/or taken home physically. Any requirements regarding the setup and use of antivirus and other similar software as well as security requirements are included here.
8. Computer Setup and Repair. Covers the setup, maintenance and repair of equipment. If the employee is allowed to use their own equipment in a remote work arrangement any requirements for the type of computer, (e.g. PC or Mac), operating systems, software suites, (e.g. Office 2000 or XP) and other requirements are included here.

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