Flexible Work Arrangements

Flex Work Arrangement Toolkit

Initial Flexible Work Arrangements: BEST, ProS, SHARE, BEARS

Initial Flexible Work Arrangements: ERSO

Initial Flexible Work Arrangements: I-House

Initial Flexible Work Arrangements: Cal Performances

Planning Packet and Forms

Renewal Flexible Work Arrangements: BEST, ProS, SHARE, BEARS

Renewal Flexible Work Arrangements: ERSO

Renewal Flexible Work Arrangements: I-House

Renewal Flexible Work Arrangements: Cal Performances

Guiding Principles

  1. Our mission at UC Berkeley, the top public university in the world, is to engage in world-class research, teaching and learning, and public service. As our teaching and research activities are predominantly conducted in-person, it is essential that in-person collaboration and community building continue. However, as we have learned during the pandemic, some roles, services and functions are well suited for various types of flexible work arrangements.

  1. The pandemic has exposed and exacerbated existing inequities, and therefore we approach reimagining the future of our work as an opportunity to actively promote employee well-being, diversity, equity, inclusion and belonging. Actual and perceived fairness and equity need to be measured, monitored and maintained. Managers will be expected to seek solutions that advance the mission without disadvantaging or marginalizing any individual team member. 

  1. Two key questions guide our decision-making:

Two blue arrows that read "Question 1" and "Question 2"

Can we fulfill our mission as well as (or better than) we currently do if more of our employees have flexible schedules and/or work remotely?

To what extent does great provision of flexible schedules and remote work options enable us to recruit and retain a more diverse and high quality workforce?

  1. The suitability of different activities for flexible work arrangements falls across a continuum: some activities require in-person presence and fixed schedules to serve the needs of the University, whereas for others those needs can be met, or even exceeded, through a flexible work arrangement. Managers must ground their decisions about flexible work arrangements on the mission of the University. Many factors affect mission success,  including coming together as a community to foster respect, collegiality, and trust, as well as each individual’s well-being. Managing expectations and clear communications are critical to this endeavor.
  2. Subject to campus guidelines and applicable UC policies, details for implementing workplace changes should be developed at a local (e.g., school or department) level to the extent practical, taking into account the various potential campus impacts that may result from broader adoption of flexible work arrangements. Although we strive for consistency and equity across campus, two employees performing the exact same type of work (either in the same or different units) may call for two different types of flexible work arrangements because of the varying needs of their units and the varying circumstances of individual employees. 
  3. An individual’s use of a flexible work arrangement should not be a factor in the review or assessment of their performance (other than to the extent the arrangement impacts performance), nor should it impact opportunities for professional development and career advancement. 
  4. We recognize that cultural shifts in the workplace can be intimidating, difficult, exciting, anxiety-inducing, and challenging to implement. Broader adoption of flexible work arrangements will need assessment, evaluation, continual refinement, and patience, particularly as we aspire to apply our processes consistently and equitably across the entire campus, and in service to the mission of the university. We understand 2021-22 to be a transitional year and we expect that workplace adjustments will change and be adjusted over time. 

Overview

Many of our employees are increasingly seeking flexible work arrangements that would provide opportunities to:

  1. Work remotely from home or other locations within the United States outside of their on-site workspace, and/or 

  2. Work flexible hours that vary from the traditional “8 to 5.”  

It is important for managers and employees to know that flexible work options are possibilities, not guarantees: not all positions lend themselves to flexible work arrangements; moreover, agreements for flexible work can be modified or revoked in accordance with the needs of the University and unit.  As a University, we will conduct an annual survey of all employees to better understand how Flexible Work Arrangements are serving the community.

Flexible Work Arrangements ARE:

Flexible Work Arrangements ARE NOT:

Flexible, they include variations in when, where, and/or how work is done

A right or reward

Focused on overall business goals

A secret arrangement or special deal

Planned and predictable

For every employee or every job

Structured to emphasize the long-term rather than the short-term

Applicable only during crises

Flexible Work Arrangements Support DEIB:

Diversity - enables the hiring of people without the means to afford campus adjacent housing

Equity - enables retention of those who must have flexibility in their day to facilitate or direct caretaking of dependents

Inclusion - supports disabled/chronically ill employees to maximally contribute; provides options for BIPOC employees to manage their additional stressors stemming from structural racism

Belonging - promotes a sense of affinity for our community by showing we value the wellbeing of employees and acknowledge their whole selves

In addition to ensuring that we make our decisions equitably, there are several factors that must be considered before entering into a flexible work arrangement, including:

  • the overall needs of the department, co-workers and other stakeholders

  • the needs and well-being of the employee

  • the nature of the work to be performed

  • productivity

  • federal and state laws

  • union contracts

  • health and safety consequences, including the suitability of a remote workspace

  • budget, compensation and benefits issues

  • performance management

Ultimately, decisions about whether any individual should be granted a flexible work arrangement should be guided by our commitment to the mission of teaching, research, and public service.

Eligibility

Flexible Work Arrangements are available to permanent Career, Contract and Limited employees, including represented and non-represented employees.New hires are eligible prior to the expiration of their probationary period if approved by the hiring manager and department head. Internal transfers are eligible if approved by the hiring manager and department head. A Flexible Work Agreement may be terminated if an employee’s job performance suffers.