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Flexible Work FAQ

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General framework

The Flexible Work Committee designed a framework that includes a variety of tools and resources to foster consistency in how flexible work decisions are made at the school/unit level. Ultimately, school/unit leaders set the parameters based on organizational goals, expectations and desired culture, and managers have the critical role of synthesizing the school/unit direction with the requirements for work performed in their area, as well as with employee needs/preferences. While having flexible work arrangements is a goal, it may not be possible to meet each employee’s individual expectations. With a unified framework we strive for equity in the process for determining work flexibility; outcomes may differ. 

There are many implications and complex issues to address with flexible work, which will take time, experimentation, ongoing iteration and feedback. In this period of continued ambiguity, it is important that we continue to practice creativity and patience, especially as some answers will take longer than others. As always, you are welcome to submit your ideas and feedback to the Flexible Work project team.

Compensation

Compensation policies are complex and must take into account state and local laws. University Human Resources' compensation team is currently drafting more specific compensation guidelines for remote positions to help ensure consistency. These recommendations will be presented to leadership in the fall for input and approval, and guidelines will be finalized by late fall for implementation in FY23. 

There are several reasons why compensation may or may not be appropriate to adjust when someone moves to a remote work arrangement, including:

  • The type of remote agreement (temporary or ongoing);

  • The specific location of the remote work assignment;

  • Whether any accountability assigned to a role must change as a result of the work being performed remotely;

  • Performance, unique experience, skills and training required for the remote role; and

  • The extent to which a differential exists between the local cost of labor and the Bay Area cost of labor (not on cost of living differentials).

If you have concerns about your specific situation, please reach out to your local HR manager to discuss, or contact the UHR Compensation team at staffcompensation@stanford.edu

Pilot/Space and facilities

When pilots occur this summer and into the fall, schools and units will be asked to comply with university COVID-19 guidelines to ensure a healthy and safe work environment. Each school/unit typically manages its space, equipment and supplies. For questions about your building or workspace, including filter systems, cleaning enhancements or space accommodations, contact your facilities manager or building manager. You may reference the Stanford Facilities Information Management System for the building manager assigned to each campus building at http://fims.stanford.edu/ (link is external). You may also reference Cardinal Recovery’s Healthy Buildings FAQ (link is external) for more information on healthy buildings.

Stanford is continuing to focus on school/unit flexible workspace pilots over the summer. This fall, it is anticipated that the new Stanford Hub in Newark as well as a workspace similar to the Bambi modular on the main campus will be open for flexible hoteling or touchdown space. We will continue to explore potential long-term opportunities to offer hoteling/touchdown spaces on the Stanford Redwood City campus for individuals who ordinarily work on the main campus.

Manager-related questions

The Flexible Work Committee designed a framework that includes a variety of tools and resources to foster consistency in how flexible work decisions are made at the school/unit level. Ultimately, school/unit leaders set the parameters based on organizational goals, expectations and desired culture, and managers have the critical role of synthesizing the school/unit direction with the requirements for work performed in their area, as well as with employee needs/preferences. While having flexible work arrangements is a goal, it may not be possible to meet each employee’s individual expectations. With a unified framework we strive for equity in the process for determining work flexibility; outcomes may differ.

Manager tools are provided to support managers throughout the process, including use of Manager Forums to discuss tools and resources. Schools and units will provide additional manager tools. Connect with your Flexible Work delegate for details.

Faculty who are managers will need to work with school/unit leaders and employees to determine flexible work arrangements that meet the business needs of the organization. For additional guidance, please contact your school/unit dean, vice provost or Flexible Work delegate.

Benefits

Stanford Transportation is listening to employee questions and concerns regarding sustainable commute programs and other resources. They are identifying solutions based on the number of people working on-site each day and the transportation needs of the Stanford community, among other factors. To find out which permit is most cost effective based on your commute pattern, view this chart

We ask for your continued patience as Transportation navigates the complexities of how to best support our diverse community while continuing to financially sustain operations. In the meantime, hourly, daily, and monthly parking options and many sustainable commute programs continue to be available, including free transit passes for eligible commuters. 

Please visit the Stanford Transportation website for options and suggestions to support your commute, including a new Return-To-Your-Commute ToolkitFor parking questions, please contact transportation@stanford.edu. For help planning a sustainable commute, Transportation offers one-on-one commute consultations or you can contact them at commuteclub@stanford.edu.

 

University Human Resources, together with the Flexible Work Committee, is actively reviewing current university benefits and policies to identify changes and/or introduce new benefits to support flexible work at Stanford. This process is complex and will take additional time and analysis to reach good decisions. It is important that we continue to practice resilience, creativity and patience in this time and a recognition that benefits and policies will continue to evolve as new ways of working evolve.

Engagement

All employees play a role in the flexible work planning process. It’s important that you start by having an open conversation with your manager about your individual needs and preferences. Managers are being asked to consider the school/unit culture, organization and team goals, along with each employee’s unique needs when making flexible work recommendations. While having flexible work arrangements is a goal, it may not be possible to meet each employee’s individual expectations. With a unified framework we strive for equity in the process, but outcomes may differ.

There are several ways remote employees can stay connected with colleagues and the university. Here are a few tips to consider:

  • Be intentional about sharing your career goals/aspirations with your manager

  • Block off time on your calendar to schedule social connections with your teammates

  • Bookmark key resources to help you stay informed about the Stanford community such as Stanford Today, The Stanford Daily, Stanford Events and Cardinal at Work

  • Identify and join a staff group, Community of Practice (CoP) or Slack workspace to build your network

  • Make asking for and giving feedback a priority

  • Over communicate with your team, and know how to manage your presence and accessibility

Struggling to disconnect when working from home is a commonly expressed concern. Learning and implementing strategies, such as better physical boundary setting, setting ‘end of workday’ rituals, and scheduling a lunchtime and intermediate short breaks can all support better work-life integration. Visit WorkLife to learn more about work-life integration resources and support