Manager Talking Points: Remote, Hybrid and On-site Arrangements
This is a general guide to help managers lead the discussion with remote, hybrid and on-site employees. This guide does not cover all topic areas such as onboarding, safety measures, specific school/unit operations, etc. The document is evolving and additional topics may be added over time. For information on specific topics not covered in this document, please contact your local HR department. Managers should consider the team, department and business needs in conjunction with the employee preference during the conversation, and assess if the employee would like to be in a remote, hybrid or on-site flexible role.
Assessment for Hybrid Role
Before the meeting:
☐ Review the Flexible Work Arrangements and Policies page to become familiar with the available work arrangement types.
☐ Determine if employees in similar positions within the team are being designated in the same or different flexible work role arrangements and justification for their designation.
☐ Obtain school/unit/department/program (or designee) approval prior to meeting with the employee.
Discussion points for the meeting:
☐ Schedule a meeting with the employee to communicate the opportunity for a hybrid flexible work role and to ensure the employee understands their return to on-campus workdays and the relevant workplace expectations.
☐ Discuss hybrid work arrangement (frequency of on-site days) and the expectations for on-site presence (safety guidelines, IT, virtual tools, space/facilities use, etc.).
☐ Identify clear scheduling and space management solutions for the team and employees.
☐ Remind the employee that their primary work location is a Stanford work location and they may be expected to come on-site on days when they otherwise would be telecommuting.
☐ Equipment needs: Employees approved to telecommute as part of a Hybrid work arrangement are responsible to ensure that their telecommuting/home worksite is ergonomically appropriate. If necessary, employees working in approved Hybrid work arrangements may be eligible to purchase or be reimbursed up to $250 for basic necessary ergonomic equipment for their telecommuting/home worksite For additional information regarding basic home office equipment purchasing resources and ergonomic needs, see Expense Guidelines on the Flexible Work Arrangements and Policies page.
☐ Ensure that the employee is equipped with adequate internet connectivity to perform their work, including video conferencing.
☐ Discuss core business hours. Is there a need and possibility for flexibility of work hours (e.g., flexible shifts due to childcare needs, commute, etc.)?. If alternatives outside a standard workweek are being considered for non-exempt employees, they must be coordinated through local HR in consultation with UHR - Employee & Labor Relations.
☐ Discuss how employee will engage with stakeholders who may be in a distributed environment (team operations and external to work unit). Does the employee have the tools to effectively engage with a distributed team or stakeholders (e.g., webcam, access to conference rooms, virtual collaboration tools, etc.)?
☐ If business or employee needs or preference change either ongoing or seasonally, address expectations clearly with employee.
☐ Ensure employee understands the expectations for hybrid work. Once confirmed, the employee should request the opportunity to be a hybrid employee and a work agreement entered in Axess.
Assessment for Remote Role
Before the meeting:
☐ Review the Flexible Work Arrangements and Policies page to become familiar with the available work arrangement types.
☐ Determine if employees in similar positions within the team are being designated in the same or different flexible work role arrangements and justification for their designation.
☐ School/unit Dean, Vice Provost or VP (or designee) approval required prior to meeting with the employee. Note: Designating a remote role may impact an employee’s compensation and/or benefits if the primary work location is outside the Bay Area. Consult your local HR Manager for guidance.
Discussion points for the meeting:
☐ Schedule a meeting with the employee to communicate the opportunity for a fully remote flexible work role and to ensure employee understands the relevant expectations if they choose to be fully remote.
☐ Discuss percentage of time per year on campus and expectations (IT, phone, virtual tools, space/facilities use, etc.). Review Stanford business travel and expense policy for additional guidance.
☐ Equipment needs: Departments are required to provide reasonable reimbursement for and/or supply the equipment, services and supplies deemed by the university to be reasonable and necessary to enable Remote employees to perform their Stanford work. Employees in Remote work arrangements will be provided with a one-time taxable payment of $750 to purchase basic home office equipment to ensure a productive and safe home work environment. For additional information regarding basic home office equipment purchasing resources and ergonomic needs, see Expense Guidelines on the Flexible Work Arrangements and Policies page. Additionally, see Stanford’s Ergonomics Program.
☐ Ensure that the employee is equipped with adequate internet connectivity to perform their work, including video conferencing. Employees in Remote work arrangements are eligible for a stipend for cell phone and/or home Internet connectivity.
☐ Discuss core business hours. Is there a need or option for flexibility of work hours (e.g., flexible shifts, etc.)?
☐ Discuss expectations regarding communication and response times - for example, what communication methods will be routinely used (email, Slack™, texting, phone, etc.) and expected response times to messages, methods for indicating being away from desk, etc.
☐ Discuss how employee will engage with stakeholders (team operations and external to work unit). Does the employee have the tools to effectively engage with a distributed team or stakeholders (e.g., webcam, access to conference rooms, virtual collaboration tools, etc.)?
☐ Discuss expectations regarding approach to work as a remote employee; being remote requires that the employee proactively work to get needed information and resolve questions or roadblocks. Encourage the employee to actively seek opportunities to engage with others in the workplace to maintain visibility and discuss ideas on what both you, the manager, and the employee can do to mitigate the tendency for some in remote roles to have more limited visibility and growth opportunities.
☐ If business or personal needs change either ongoing or seasonally, address expectations clearly with the employee.
☐ Ensure employee understands the expectations for fully remote work (including possible change in compensation/benefits). Once confirmed, the employee should request the opportunity to be a remote employee and a work agreement entered in Axess.
On-Site Role Assessment
If an employee will be transitioning from remote or hybrid work to on-site, before the meeting:
☐ Review the Flexible Work Arrangements and Policies page to become familiar with the available work arrangement types.
☐ Determine if employees in similar positions within the team are being designated in the same or different work arrangements and justification for their designation.
Discussion points for the meeting:
☐ Schedule a meeting with the employee to communicate the work arrangement and to ensure employee understands their return to on-campus work days and the relevant workplace expectations.
☐ Discuss core operation hours and expectations for return to on-site work (safety guidelines, IT, space/facilities use, etc.).
☐ Remind employees of expectations pertaining to dependent care, parking/transportation
arrangements, etc.
☐ Discuss flexibility of work hours (e.g., flexible shifts), if applicable and with no impact to operations. Note: Non-exempt employees are not permitted to split their work hours between campus and a non-Stanford work location on the same workday.
☐ If applicable, discuss how employee will engage with stakeholders who may be working in a hybrid or fully remote work arrangement (team operations, stakeholders external to work unit, engagement/access with manager, etc.). Does the employee have the tools to effectively engage with a distributed team or stakeholders (e.g., webcam, access to conference rooms, virtual collaboration tools, etc.)?
☐ Discuss how absences and team coverage will be managed in a distributed environment (business continuity planning). Note: If you as the manager are in a hybrid or fully remote role, employee should be informed of who to contact for on-site management presence.