Administrative Guidelines

A. Time and Attendance

Work hours and location will be determined and agreed upon by all parties in the Telework Agreement. Telework positions have the same expectations for responsiveness, availability, accessibility, interactivity, and productivity as on-site positions, although telework position supervision may rely more heavily on work results than direct observation. Employees must be available to supervisors, coworkers, students, etc. during the hours listed in the agreed upon work schedule. In the event of connectivity disruption, employees are responsible for remaining productive or taking leave for non-productive time periods that are not replaced with other College business or made up during the weekly work period. In the event of such issues, supervisors and colleagues should be notified immediately

While teleworking, time and attendance will be recorded as if the employee were performing work on-site at the College. An employee must obtain supervisory approval before taking leave in accordance with established procedures. Employees will receive overtime and compensatory leave to the same extent as if they were working on campus. If an employee works overtime without obtaining preapproval for such work, the employee will still be paid for all hours worked but may be subject to discipline and loss of telework privileges. Timesheets and leave requests shall be transmitted as specified by the supervisor. Please refer to the Salary Schedule for information about standard workweeks and flexible work schedules which may be utilized to maximize availability to students.

Telework is not a substitute for the care of dependents. Employees will be required to take leave if their dependent/familial obligations do not allow them to perform their duties consistently and professionally during established work hours.

B. Duration/Adjustments

The duration of the telework arrangement will be determined and agreed upon by all parties in the Telework Agreement. Supervisors may modify or cancel the telework arrangement at any time based on department needs, their assessment of work performance/productivity, or any other business-related reason. Employees may also request to modify or cancel the telework arrangement.

C. Workspace and Equipment

Telework positions require identification of an appropriate teleworking site that is free of distractions, promotes professionalism, provides appropriate privacy where confidentiality may be maintained, is conducive to personal safety, and ensures the security of College property and information in accordance with all applicable College rules and governing laws, including but not limited to, the Family Educational Rights and Privacy Act (FERPA). The supervisor will conduct a virtual evaluation of the employee's workspace to ensure that it meets the College's requirements for professionalism, safety, connectivity, privacy, and security. The College's Help Desk will assist in determining the adequacy of the employee's connectivity from their non-College location.

Note: Face-to-face business contacts are to be done at the College and not in the home.

The supervisor and the employee must agree upon the equipment and supplies to be used for teleworking and what equipment and supplies will be provided by the College. College-provided equipment and normal office supplies will vary based on the specific department and the position. Any SF equipment to be used during the telework arrangement must be agreed upon and documented in the Telework Agreement. College-owned equipment must be protected from damage and unauthorized use and will be serviced and maintained by the College. Employees must agree to report any incidents of loss, damage, or unauthorized access to College-owned equipment to their supervisor at the earliest reasonable opportunity.

Employees are responsible for following all Property procedures and Information Technology and computing policies of the College and have no expectation of privacy on any College equipment or services.

The College will not be responsible or liable for any damages to any employee-owned equipment or property used while teleworking.

D. Costs

Teleworking employees are solely responsible for operating costs, home maintenance, and any other incidental costs such as internet and utilities associated with the telework location. An employee may still claim reimbursement for authorized expenses incurred while conducting official business for the College subject to advanced approval and consistent with applicable College rules, procedures, and practices.

E. Liability

The College will maintain workers' compensation and liability protection, as required by law, for the employee while in the course of performing duties established within the Telework Agreement. The College will not be responsible for any activity, damage, or injury that is not directly related to, associated with, or resulting from the official job duties, and over which the College has no ability to exercise control. The College assumes no liability for the employee's real property, or for any injury to the employee's family, guests, or other invitees injured upon the employee's premises or telework site. In the event of an accident, incident, or claim, the employee must follow the same protocols as if it occurred on College premises and the employee must be able to demonstrate that the occurrence took place while in the course of performing the duties referenced herein.

F. Work Assignments

A telework employee is responsible for fulfilling all aspects of the job while teleworking, including timely completion of work, responsiveness, and availability during working hours. Although the employee may generally be permitted to telework, the employee will be expected to attend in-person meetings or other on-site events (such as Convocation, department-/division-wide meetings, etc.) when required by the supervisor or the needs of the job.

G. Evaluation

Employees are responsible for fulfilling the duties, assignments, and other work obligations associated with their position and the employee's performance will be evaluated in accordance with the evaluation procedures outlined in College policies. Positions established for telework may be subject to additional periodic reviews for effectiveness and productivity as identified in the signed Telework Agreement and/or the position description. If it is determined that the employee is not meeting expectations or sufficiently satisfying service needs, the employee may be subject to progressive discipline, up to and including loss of teleworking privileges and termination.

H. Records and Security

Employees are expected to maintain a safe and secure work environment. Storage, maintenance, and destruction of College records and information must adhere to all internal and external governing rules, procedures, regulations, and requirements, including FERPA. A telework employee will apply safeguards which are approved by the College to protect records, electronic or otherwise, from unauthorized disclosure or damage. All records, papers, and correspondence must be secured for their return to the office and/or stored electronically in a College-approved manner. Telework positions have the same obligation for maintaining public records as on-site positions, and designated records custodians must have access to the employee's records to allow for prompt responses to public records requests.

A. Telework Readiness (Self-Assessment)

General

• Are some or all of your duties conducive to telework in general, and the level of telework proposed in the Telework Agreement?
• Are you comfortable working independently?
• Will you be able to maintain the same level of connection with coworkers, supervisors, and constituents?
• Are you willing to be flexible about the arrangement and the needs of your supervisor and the department?
• Are there job duties that cannot be fulfilled via telework?
• Are students' needs going to be met at the same or increased level?

Self-Management

• Are you comfortable and able to work with minimal direct supervision?
• Do you have sufficient work organization practices and planning skills conducive to teleworking?
• Are you able to meet schedules, deadlines, and other obligations from a home/telework location?

Space/Environment

• Is the proposed telework office space conducive to performing your job duties?
• Are you able to perform your duties in a telework environment with limited disruption/interruption?
• Does the proposed telework space offer the appropriate amount of privacy needed to conduct College business and maintain confidentiality?
• Is your teleworking space safe and free of potential hazards?
• Do you have dependent and other familial care arrangements in place, as applicable?

Technology

• Do you know how to access the SF VPN and/or remote desktop?
• Are you familiar with Zoom, Microsoft Teams, and other teleconferencing applications?
• Are you comfortable with other technologies that you would need to successfully telework?
• Are you willing to learn new technologies, if required, to telework?

B. Communication

It is essential that telework employees are able to effectively communicate with coworkers, supervisors, and any other relevant constituents (e.g., students, faculty/staff, stakeholders, etc.) during their scheduled working hours. Supervisors, coworkers, and constituents need to know how to contact the telework employee and know when (or if) to expect them in the office.

The standards and expectations for communication will be established in the formal Telework Agreement. Aside from determining communication channels and frequency, consider other issues such as:

• Backup: There will likely be instances where physical presence is required and a co-worker needs to step in.
• On-the-spot assistance: Teleworking employees may need someone who is physically in the main office to assist them, for instance, to fax or scan a document to them, or to look up information.

Etiquette and Tips:

• Keep your Outlook (or other department) calendars up to date to avoid confusion and breakdown in communication.
• Ensure technology and internet service are operating appropriately before any scheduled meetings.
• While teleworking, the same standards for professionalism apply as would while working on-site. Dress, appearance, background, etc. should reflect the standards maintained by your department on-site.
• When participating in meetings, ensure your teleworking space is free of disruptive sounds and lighting.
• Have your webcam/video on so that you can demonstrate you are present and engaged in the discussion.
• When you are not speaking, mute your microphone to avoid any feedback or other sound issues that may disrupt the call.
• Remember that meeting facilitators or attendees may not be able to see or adequately interpret your body language virtually to know that you have a question or would like to speak.
• Choose the most effective communication channels based on context and audience (e.g., email, Microsoft Teams, Zoom, phone call, etc.)
• Forward your office phone to a location where you will be accessible to answer it (i.e. home/cell phone, Google Phone, etc.)

Visit the Federal Telework website for more self-assessment questions, etiquette tips, and other tools related to readiness for teleworking. This section has adapted portions from this site.

A. Telework Agreement

Supervisors are responsible for establishing the telework expectations and guidelines set forth in the Telework Agreement. As the supervisor, you set the tone for employees teleworking and should be familiar with all relevant policies, processes, and skills needed to successfully telework in your area.

B. Positions Suitable for Telework

Supervisors must first identify job categories and duties that can be performed in an alternate location. Some considerations include:

• Job requirements that accommodate working away from the office for one or more days each week.
• Predictable contact with other employees and "customers."
• Identifiable portions of the job which can be performed effectively outside of the office.
• Work that can be accomplished equally well inside or outside the office.

As a rule of thumb, if someone can close their office door for eight hours, without the need for face-to-face contact, then you might consider the job for telework. If someone can "cluster" their work into eight hours not requiring face-to-face contact, they may be a candidate for telework. In all cases, student-centeredness must continue to be the priority.

C. Employees Suitable for Telework

Telework does not suit everyone. Careful selection and candid communication are essential elements in a successful telework program. Employees with the following characteristics generally make effective telework employees:

• Self-motivated
• Successful performance evaluations
• History of dependability
• Function independent of direct supervision
• Comfortable working independently
• Well-organized with good time management skills
• Able to communicate effectively
• Has an appropriate teleworking location that includes privacy and lack of distraction
• Has adequate level of job skills and knowledge

D. Support/Commitment

Supervisors must be willing to develop realistic performance goals for telework employees. The supervisor must support telework and adapt management styles to continue providing effective guidance. Telework is not a reduction of management/supervisory responsibility. Participation in a telework program requires a high level of communication and management skills.

E. Setting Expectations

Supervisors should set specific expectations for telework employees in regard to:

• Equipment and other supplies
• Work schedule and "downtime"
• Telework duties v. in-person duties
• Performance standards and other assessments
• Communication

The above information should be clearly outlined in the approved Telework Agreement, but other internal processes, schedule, and deadlines should be detailed and clearly understood by the telework employee, supervisor, and any relevant staff (e.g., coworkers working in the office).

F. Communication

Set clear expectations in terms of the frequency and channels for communication (e.g., Microsoft Teams, Zoom, phone, etc.). Establish a schedule and identify techniques for staying in touch with telework employees and how best to keep abreast of their assignments/progress. Encourage communication between telework employees and their in-office coworkers. Telework employees should be accessible during their working hours and other members of the campus should know how to reach them.

G. Performance Standards

Identify and set clear standards of performance for telework assignments. The same management skills and expectations used to manage employees working in the office should apply to telework employees. Manage for performance and results instead of managing by observation. A common question is "how do I know when someone is working?". Effective managers do not equate presence with performance.

Some tips as it relates to identifying objectives and standards include:

• Review current job tasks and responsibilities.
• Establish measurable outcomes and deliverables.
• Specify who receives or monitors the outcomes and deliverables, and when interim checkpoints and due dates will occur.
• Use language that avoids subjectivity, vagueness, and interpretation. Be clear and specific to avoid misunderstandings about what is required.
• Link outcomes and deliverables to organizational goals. It is important that employees understand the importance of work functions in relationship to the organization's goals, mission, and services.

Things to avoid:

• Assigning telework employees more or less work than you normally would if they were in the office. Telework does not change an employee's job responsibilities, it just changes where the work is performed.
• Close supervision is not always good supervision. Effective supervision can be achieved without being close in proximity.

H. Feedback/Addressing Concerns

Supervisors should provide clear feedback often and regularly. It is recommended to schedule ongoing check-in meetings and evaluations and to adjust procedures and processes as needed. If performance problems occur, it is essential to discuss with the employee immediately. The issues may not necessarily be the results of the telework arrangement itself. If telework employees continue to perform unsatisfactorily, work with them to implement a solution. You can also reach out to Human Resources for assistance and guidance on establishing a plan for performance improvement. If necessary, the telework arrangement can be cancelled.

Feedback Tips:

• Be descriptive and avoid subjective language
• Prioritize feedback to address immediate concerns
• Give positive feedback; "praise in public, criticize in private"

I. Employee Engagement

Some concerns for telework employees are that they will have less visibility in the office and become less connected with the department. Supervisors can support telework employee engagement by participating in the following:

• Include the telework employees in office activities even when they are not there. For example, include them in departmental meetings or casual events (e.g., staff meetings, lunch meetings).
• Frequent communication with telework employees enables you, as the supervisor, to maintain the appropriate guidance and direction your employees need and expect.
• Engage in active listening and ensure your telework employees feel heard and valued.
• Ensure visibility. Take advantage of "opportunity assignments" and have the telework employees participate in those assignments. When the opportunity arises for presentations, be sure to include them.