intro
Auburn University has formed a steering committee, which includes multiple sub-committees, to explore whether we should institute some form of approved remote/hybrid work for certain segments of the university. We learned a great deal about working remotely during the pandemic. Moving forward, this committee is examining how remote/hybrid work could function more permanently while ensuring that we still provide a world-class and robust residential learning experience for our students.
The committee has recommended that a limited number of approved pilot groups begin testing remote/hybrid work options on Aug. 1. The committee is working with leadership and supervisors to vet and establish these groups. Testing will continue throughout the fall semester and officially end on Dec. 31. Participating employees and positions must meet a series of established factors for consideration. Supervisors and employees who do not wish to participate can decline the invitation.
The steering committee has formed multiple work groups to establish the guidelines, processes and resources needed to implement the pilot program. The committee will also thoroughly track and assess the program’s effectiveness to determine future recommendations.
Please note that before we can assume broader flexibility in where and how people work, we must establish infrastructure and logistics to best serve our students and employees. Regardless of how work is performed, we will still provide a superior on-campus experience for our students, and ensure that any changes ultimately benefit the university.
Additional information and updates will be shared as warranted. Please email tigerflex@auburn.edu with any questions.
-
Remote Employee – For purposes of the pilot program, a remote employee is an employee whose assigned work location is off-campus, or corresponding university location.
-
Hybrid Employee – A hybrid employee’s assigned work location is on campus or corresponding university location; however, the employee is allowed to work at an alternative work location for intermittent periods of time. For example, an employee may work at an off-site location for three days per week and work in the regularly assigned place of employment for two days per week.
Beginning the Process
Employee participants are identified and approved by the TigerFlex steering committee.
Participants and their supervisors review this website and the Technology Deployment Process, and complete a training course on TigerFlex.
The supervisor completes the Assessment and Request forms, and the participant completes the Service Level Agreement. These forms should be submitted to tigerflex@auburn.edu.
important
- Employee groups participating in the pilot program include the Staff Council and the Administrative-Professional Assembly, along with Temporary Employees, Undergraduate Students and Graduate Students (including Graduate Assistants). Senior leadership has indicated that faculty are not part of the pilot program, though some faculty may supervise non-faculty employees who are part of the program.
-
Regardless of where the work is performed, serving students and other constituents/departments, etc. remains paramount.
-
Expectations for performance are always key.
-
Remote/hybrid work puts even more importance on supervisor/employee/team communications.
-
Auburn and departmental policies determine arrangements and accountabilities.
-
Eligibility and approval is determined by the Dean/Vice President with input from the manager/supervisor. It is based on need and not expected in/for every position. In fact, most employees will not be selected for the pilot program.
-
Forms and training will be required for participation.
-
A performance review rating of 3 (Meets Expectations) or greater is required.
-
TigerFlex is not meant to accommodate childcare or dependent care.
faqs
During the pandemic, a variety of on-campus units proved that remote and hybrid work -- when implemented effectively -- could benefit Auburn University. This success was not unique to Auburn. In one survey, approximately 90 percent of companies that transitioned to remote or hybrid work in 2020 reported that productivity either remained consistent or improved.
A myriad of studies show that when executed properly, offering remote and hybrid work opportunities can reduce costs for an organization while boosting productivity and sustainability. It can also expand the available talent pool for employee recruitment and increase employee retention.
Auburn is conducting this pilot program to determine the future of remote and hybrid work on our campus. We also want to identify the best ways to offer these options to ensure that students receive a robust, on-campus educational experience and that the university continues to thrive.
Representatives from the Staff Council and Administrative-Professional Assembly, along with Temporary Employees, Undergraduate Students and Graduate Students (including Graduate Assistants), are eligible to participate in the program. Senior leadership has indicated that faculty are not part of the pilot program, though some faculty may supervise non-faculty employees who are part of the program.
forms
Required Forms
If an employee or unit is selected for the pilot program, the following documentation will need to be submitted to Human Resources:
-
Assessment Form
-
Request Form
-
Service-Level Agreement
The employee, supervisor, HR Liaison and Dean/Vice President will all be required to sign one or more of these forms.
Required Training
Employees who are participating in the program, along with their supervisor, are required to complete the "Keys to Remote/Hybrid Work at Auburn" training course (UC300), facilitated by Bill Shannon, Director, HR Development. To register for the course, visit Fast-Train.
additional
Much of this training is available on LinkedIn Learning, a resource available to Auburn University employees.
Learning Classes on Remote/Hybrid
Employees
-
Time Management: Working from Home (1 hour 25 minutes)
-
Organizing your Remote Office for Maximum Productivity (26 minutes)
-
Remote Work Foundations (1 hour)
Supervisors
-
Managing Virtual Teams (56 minutes)
-
Leading at a Distance (36 minutes)
-
Establishing Work from Home Policies (28 minutes)
Additional Training for Employees
-
How to be an Adaptable Employee during Change and Uncertainty (35 minutes)
-
Remote Work Foundations (60 minutes)
-
Enhance Productivity in a Hybrid Work Environment (17 minutes)
-
Building Relationships While Working from Home (22 minutes)
Additional Training for Supervisors
-
Planning for Hybrid Organization (25 minutes)
-
Leveraging Virtual and Hybrid Teams for Improved Effectiveness (29 minutes)
-
Managing Skills for Remote Leaders (72 minutes)
-
Virtual Performance Reviews and Feedback (48 minutes)
-
Having Difficult Conversations: A Guide for Managers (59 minutes)
HR Development Classes (Register through Fast-Train)
-
PA100, Steps 1-5 of PeopleAdmin Performance Management Module Training
-
MG500E, MG510E, MG 505E: Performance Management eLearning classes in FastTrain
-
TW500: Productive Dialogue
Additional development videos are also available at aub.ie/quickdives.
timekeeping
As a reminder, the normally-scheduled workweek for all full-time employees, is a minimum of 40 hours.
For University Staff employees who are full-time, vacation and sick leave are accrued based on a 40-hour work week. If they work less than 40 hours per week, their accruals will be reduced. Their biweekly pay will also be reduced.
FLSA Considerations
University Staff employees whose positions are designated as non-exempt from the Fair Labor Standards Act (FLSA) are required to appropriately and accurately record work hours via TigerTime (i.e. Kronos, the approved University timekeeping system) and in accordance with FLSA guidelines. Please note the following:
-
Employees whose positions are designated as nonexempt must record all actual hours worked as well as paid and unpaid absences. They are not allowed to voluntarily work “off the clock” without compensation, as this is a violation of federal law.
-
Time records, whether through Kronos or paper (only when Kronos isn’t an option), must reflect actual starting and stopping times of work as opposed to the established work schedule. For example, if the work schedule is 7:45 a.m. to 4:45 p.m., but the employee worked from 8 a.m. to 11:30 a.m. and from 12 p.m. to 6 p.m., then these actual hours worked must be recorded.
-
If an employee whose job is designated as nonexempt works more than 40 hours in a workweek, they will receive either overtime premium pay or compensatory time off for all hours worked over 40 in that workweek. Overtime must be approved in advance, per University policy.
-
Since this is a federal law requirement, no exception can be granted regarding this legal compliance requirement.
Leave
All leave eligible employees must submit requests via TigerTime for approval by the supervisor, regardless of their work location. All non-leave eligible employees must seek approval of absences from their supervisor.
technology
Auburn University policies regarding technology must be followed. TigerFlex participants and their supervisors must review the Technology Deployment Process document and work with their department's IT professionals regarding equipment, technology and security. Also remember the following points:
-
Participants must ensure that certain home technology, such as Wi-fi connectivity, bandwidth, speed, passwords, access, powerstrips, etc., is available, utilized and/or safeguarded.
-
Participants must furnish and maintain their remote work location workspace in a safe manner, employing appropriate telecommuting security measures while protecting University assets, information, confidential materials and systems related to this agreement.
-
VPNs allow participants to safely connect to a remote network of computers.
-
Participants are expected to observe all security procedures and policies.
-
Participants should report concerns of suspicious emails to phishing@auburn.edu.
-
The Auburn network, data, passwords, files, software and hardware must be safeguarded.
-
Participants should only use Auburn equipment.
-
The work product belongs to Auburn and should be saved to the Auburn network.
-
Supervisors and departmental leadership should be clear about the department’s expectations for technology, file access and sharing, use of encrypted jump drives, etc.
employee
Working remotely requires specific skills and habits. The following tips will help TigerFlex participants. As a reminder, Auburn University employees are responsible for maintaining a safe and secure work environment.
Defining the Workspace
TigerFlex participants should:
-
Establish a workspace to give their brains a cue that it is time for work
-
Wear attire that they may wear to the office, even if it is their “casual Friday” attire
-
Remain capable of reporting to work if their presence is requested by their supervisor
The Importance of Ergonomics
Ergonomics is defined as the science of fitting the workplace and job demands to the workforce. Risk Management and Safety offers additional information at https://cws.auburn.edu/rms/pm/ergonomics.
Ideally, ergonomics:
-
Makes the job safer by preventing injury and illness
-
Makes the job easier by adjusting the job to the worker
-
Makes the job more pleasant by reducing physical and mental stress
-
Reduces medical costs
Mastering technology
TigerFlex participants should:
-
Learn how to access their voicemail from home
-
Know how to remote using the VPN and other online tools they use regularly
-
Use Zoom, Microsoft Teams or other means to stay connected to colleagues
-
Plan for video calls/meetings by making sure they know how to turn on their computer’s camera and microphone and being aware that their colleagues may be able to see the background behind them.
Goal Setting
TigerFlex participants should:
-
Start each day by writing down what they need to achieve and then track their progress
-
Pay attention to how long tasks take them and start adjusting their daily goals to match their current rhythm
-
Communicate any concerns they may have with their supervisor
Ensuring Proper Resources
TigerFlex participants should work with their supervisor or designated departmental personnel regarding needed supplies and other resources. Procurement of supplies and equipment requires approval and must follow the University’s (and department) spending policies and procedures.
Eliminating Distractions
Home can mean pets, children or a favorite hobby are only a few feet away. Depending on the living arrangement, TigerFlex participants may need to hang a “do not disturb” sign so family members don’t interrupt them. Pets often need a closed door to keep them away, and employees might need headphones to block the noise.
Prioritizing Privacy
TigerFlex participants should ask the following questions:
-
Can someone standing behind you read your computer screen?
-
Are your windows open so your neighbor can hear your phone call?
-
What information do you need to secure before grabbing a cup of coffee or heading to the restroom?
Personal privacy matters too, so TigerFlex participants should also see if there is anything around that they would not want visible during a video conference with their boss or colleague.
supervisor
Remote/hybrid work for TigerFlex participants may be implemented to alter University work location and schedules, enabling employees to serve customers and meet institutional and departmental goals.
It should be noted that remote/hybrid work may not be appropriate or conducive for all positions at Auburn University. The following guidelines will help supervisors think more carefully about this arrangement.
Supporting Auburn University
Remote/hybrid work must support the division, department/unit and the University’s mission and goals, including cost-effectiveness and customer service.
Equitable Treatment
All employees should be treated fair and equitably when making remote/hybrid work arrangement decisions. Not all position across the University will be able to perform work successfully utilizing this option but consideration of which positions is the decision of the supervisor, pending approval from their department's Dean or Vice President.
Employee Engagement
Employee engagement in a remote/hybrid work arrangement arrangement is critical to its success. Communication and accountability of results are necessary.
Strive to maintain a collaborative environment, through special opportunities for staff members to have shared hours and constructive interactions with the rest of the unit or department.
Staying Connected
Many supervisors say they do not call or instant message colleagues who are working remotely because they don’t want to bother them. Supervisors should feel confident about calling or messaging an employee who is working remotely or in a hybrid model anytime they would walk to their office or call them if they were working on-site.
Performance Management
Satisfactory employee performance is expected during alternative arrangements. Supervisors must share expectations of the responsibilities and tasks to be performed early. Frequent check-ins with the employee are needed to discuss progress. As usual, all eligible employees will be evaluated for the work that is expected in the performance plan.
checklist
Remote/hybrid work arrangements are more successful when employees and supervisors communicate clearly about expectations. The following checklist will help supervisors establish a foundation for effective teamwork, continued productivity and exceptional service to Auburn University stakeholders.
✓ Review technology needs and resources.
-
Technology that is used in daily work should be identified. It should also be determined whether the resources will be accessible when working from home.
-
TigerFlex participants should know how to access appropriate technical support should they need assistance.
-
TigerFlex participants should know how to access their voicemail from home.
-
Supervisors should determine which platform(s) will be used to communicate as a team, clarify expectations for online availability, and confirm that everyone has access to the technology tool(s) and support resources. Auburn University employees have access to Zoom platform and Microsoft Teams.
✓ Review work schedules.
TigerFlex participants should receive clear expectations for maintaining their current work schedule, or if flexible scheduling is an option based on departmental needs.
✓ Make a communication and accountability plan.
-
Timely communication is expected between the TigerFlex participant and their supervisor, team members, customers, etc.
-
Current performance standards are expected to be maintained by employees.
-
Supervisors and TigerFlex participants should maintain team meetings and individual check-ins, altering the schedule if needed to accommodate any alternative schedules that have been approved.
✓ Trust is key.
-
A positive attitude in implementing a hybrid/remote work arrangement and a willingness to trust employees to work effectively is key to making such arrangements successful and productive. Allowing TigerFlex participants to work in a remote/hybrid work arrangement presents an opportunity for supervisors to grow.
-
Supervisors should focus on measuring results and reaching objectives—regardless of the work arrangement. The participant's productivity and Observed Behaviors are indicators of success, rather than direct observation.
-
By focusing on the participant's productivity and Observed Behaviors, and supervisors may improve their organizational abilities and their own skill in managing by objectives.
intro
Auburn University has formed a steering committee, which includes multiple sub-committees, to explore whether we should institute some form of approved remote/hybrid work for certain segments of the university. We learned a great deal about working remotely during the pandemic. Moving forward, this committee is examining how remote/hybrid work could function more permanently while ensuring that we still provide a world-class and robust residential learning experience for our students.
The committee has recommended that a limited number of approved pilot groups begin testing remote/hybrid work options on Aug. 1. The committee is working with leadership and supervisors to vet and establish these groups. Testing will continue throughout the fall semester and officially end on Dec. 31. Participating employees and positions must meet a series of established factors for consideration. Supervisors and employees who do not wish to participate can decline the invitation.
The steering committee has formed multiple work groups to establish the guidelines, processes and resources needed to implement the pilot program. The committee will also thoroughly track and assess the program’s effectiveness to determine future recommendations.
Please note that before we can assume broader flexibility in where and how people work, we must establish infrastructure and logistics to best serve our students and employees. Regardless of how work is performed, we will still provide a superior on-campus experience for our students, and ensure that any changes ultimately benefit the university.
Additional information and updates will be shared as warranted. Please email tigerflex@auburn.edu with any questions.
-
Remote Employee – For purposes of the pilot program, a remote employee is an employee whose assigned work location is off-campus, or corresponding university location.
-
Hybrid Employee – A hybrid employee’s assigned work location is on campus or corresponding university location; however, the employee is allowed to work at an alternative work location for intermittent periods of time. For example, an employee may work at an off-site location for three days per week and work in the regularly assigned place of employment for two days per week.
Beginning the Process
Employee participants are identified and approved by the TigerFlex steering committee.
Participants and their supervisors review this website and the Technology Deployment Process, and complete a training course on TigerFlex.
The supervisor completes the Assessment and Request forms, and the participant completes the Service Level Agreement. These forms should be submitted to tigerflex@auburn.edu.
important
- Employee groups participating in the pilot program include the Staff Council and the Administrative-Professional Assembly, along with Temporary Employees, Undergraduate Students and Graduate Students (including Graduate Assistants). Senior leadership has indicated that faculty are not part of the pilot program, though some faculty may supervise non-faculty employees who are part of the program.
-
Regardless of where the work is performed, serving students and other constituents/departments, etc. remains paramount.
-
Expectations for performance are always key.
-
Remote/hybrid work puts even more importance on supervisor/employee/team communications.
-
Auburn and departmental policies determine arrangements and accountabilities.
-
Eligibility and approval is determined by the Dean/Vice President with input from the manager/supervisor. It is based on need and not expected in/for every position. In fact, most employees will not be selected for the pilot program.
-
Forms and training will be required for participation.
-
A performance review rating of 3 (Meets Expectations) or greater is required.
-
TigerFlex is not meant to accommodate childcare or dependent care.
faqs
During the pandemic, a variety of on-campus units proved that remote and hybrid work -- when implemented effectively -- could benefit Auburn University. This success was not unique to Auburn. In one survey, approximately 90 percent of companies that transitioned to remote or hybrid work in 2020 reported that productivity either remained consistent or improved.
A myriad of studies show that when executed properly, offering remote and hybrid work opportunities can reduce costs for an organization while boosting productivity and sustainability. It can also expand the available talent pool for employee recruitment and increase employee retention.
Auburn is conducting this pilot program to determine the future of remote and hybrid work on our campus. We also want to identify the best ways to offer these options to ensure that students receive a robust, on-campus educational experience and that the university continues to thrive.
Representatives from the Staff Council and Administrative-Professional Assembly, along with Temporary Employees, Undergraduate Students and Graduate Students (including Graduate Assistants), are eligible to participate in the program. Senior leadership has indicated that faculty are not part of the pilot program, though some faculty may supervise non-faculty employees who are part of the program.
forms
Required Forms
If an employee or unit is selected for the pilot program, the following documentation will need to be submitted to Human Resources:
-
Assessment Form
-
Request Form
-
Service-Level Agreement
The employee, supervisor, HR Liaison and Dean/Vice President will all be required to sign one or more of these forms.
Required Training
Employees who are participating in the program, along with their supervisor, are required to complete the "Keys to Remote/Hybrid Work at Auburn" training course (UC300), facilitated by Bill Shannon, Director, HR Development. To register for the course, visit Fast-Train.
additional
Much of this training is available on LinkedIn Learning, a resource available to Auburn University employees.
Learning Classes on Remote/Hybrid
Employees
-
Time Management: Working from Home (1 hour 25 minutes)
-
Organizing your Remote Office for Maximum Productivity (26 minutes)
-
Remote Work Foundations (1 hour)
Supervisors
-
Managing Virtual Teams (56 minutes)
-
Leading at a Distance (36 minutes)
-
Establishing Work from Home Policies (28 minutes)
Additional Training for Employees
-
How to be an Adaptable Employee during Change and Uncertainty (35 minutes)
-
Remote Work Foundations (60 minutes)
-
Enhance Productivity in a Hybrid Work Environment (17 minutes)
-
Building Relationships While Working from Home (22 minutes)
Additional Training for Supervisors
-
Planning for Hybrid Organization (25 minutes)
-
Leveraging Virtual and Hybrid Teams for Improved Effectiveness (29 minutes)
-
Managing Skills for Remote Leaders (72 minutes)
-
Virtual Performance Reviews and Feedback (48 minutes)
-
Having Difficult Conversations: A Guide for Managers (59 minutes)
HR Development Classes (Register through Fast-Train)
-
PA100, Steps 1-5 of PeopleAdmin Performance Management Module Training
-
MG500E, MG510E, MG 505E: Performance Management eLearning classes in FastTrain
-
TW500: Productive Dialogue
Additional development videos are also available at aub.ie/quickdives.
timekeeping
As a reminder, the normally-scheduled workweek for all full-time employees, is a minimum of 40 hours.
For University Staff employees who are full-time, vacation and sick leave are accrued based on a 40-hour work week. If they work less than 40 hours per week, their accruals will be reduced. Their biweekly pay will also be reduced.
FLSA Considerations
University Staff employees whose positions are designated as non-exempt from the Fair Labor Standards Act (FLSA) are required to appropriately and accurately record work hours via TigerTime (i.e. Kronos, the approved University timekeeping system) and in accordance with FLSA guidelines. Please note the following:
-
Employees whose positions are designated as nonexempt must record all actual hours worked as well as paid and unpaid absences. They are not allowed to voluntarily work “off the clock” without compensation, as this is a violation of federal law.
-
Time records, whether through Kronos or paper (only when Kronos isn’t an option), must reflect actual starting and stopping times of work as opposed to the established work schedule. For example, if the work schedule is 7:45 a.m. to 4:45 p.m., but the employee worked from 8 a.m. to 11:30 a.m. and from 12 p.m. to 6 p.m., then these actual hours worked must be recorded.
-
If an employee whose job is designated as nonexempt works more than 40 hours in a workweek, they will receive either overtime premium pay or compensatory time off for all hours worked over 40 in that workweek. Overtime must be approved in advance, per University policy.
-
Since this is a federal law requirement, no exception can be granted regarding this legal compliance requirement.
Leave
All leave eligible employees must submit requests via TigerTime for approval by the supervisor, regardless of their work location. All non-leave eligible employees must seek approval of absences from their supervisor.
technology
Auburn University policies regarding technology must be followed. TigerFlex participants and their supervisors must review the Technology Deployment Process document and work with their department's IT professionals regarding equipment, technology and security. Also remember the following points:
-
Participants must ensure that certain home technology, such as Wi-fi connectivity, bandwidth, speed, passwords, access, powerstrips, etc., is available, utilized and/or safeguarded.
-
Participants must furnish and maintain their remote work location workspace in a safe manner, employing appropriate telecommuting security measures while protecting University assets, information, confidential materials and systems related to this agreement.
-
VPNs allow participants to safely connect to a remote network of computers.
-
Participants are expected to observe all security procedures and policies.
-
Participants should report concerns of suspicious emails to phishing@auburn.edu.
-
The Auburn network, data, passwords, files, software and hardware must be safeguarded.
-
Participants should only use Auburn equipment.
-
The work product belongs to Auburn and should be saved to the Auburn network.
-
Supervisors and departmental leadership should be clear about the department’s expectations for technology, file access and sharing, use of encrypted jump drives, etc.
employee
Working remotely requires specific skills and habits. The following tips will help TigerFlex participants. As a reminder, Auburn University employees are responsible for maintaining a safe and secure work environment.
Defining the Workspace
TigerFlex participants should:
-
Establish a workspace to give their brains a cue that it is time for work
-
Wear attire that they may wear to the office, even if it is their “casual Friday” attire
-
Remain capable of reporting to work if their presence is requested by their supervisor
The Importance of Ergonomics
Ergonomics is defined as the science of fitting the workplace and job demands to the workforce. Risk Management and Safety offers additional information at https://cws.auburn.edu/rms/pm/ergonomics.
Ideally, ergonomics:
-
Makes the job safer by preventing injury and illness
-
Makes the job easier by adjusting the job to the worker
-
Makes the job more pleasant by reducing physical and mental stress
-
Reduces medical costs
Mastering technology
TigerFlex participants should:
-
Learn how to access their voicemail from home
-
Know how to remote using the VPN and other online tools they use regularly
-
Use Zoom, Microsoft Teams or other means to stay connected to colleagues
-
Plan for video calls/meetings by making sure they know how to turn on their computer’s camera and microphone and being aware that their colleagues may be able to see the background behind them.
Goal Setting
TigerFlex participants should:
-
Start each day by writing down what they need to achieve and then track their progress
-
Pay attention to how long tasks take them and start adjusting their daily goals to match their current rhythm
-
Communicate any concerns they may have with their supervisor
Ensuring Proper Resources
TigerFlex participants should work with their supervisor or designated departmental personnel regarding needed supplies and other resources. Procurement of supplies and equipment requires approval and must follow the University’s (and department) spending policies and procedures.
Eliminating Distractions
Home can mean pets, children or a favorite hobby are only a few feet away. Depending on the living arrangement, TigerFlex participants may need to hang a “do not disturb” sign so family members don’t interrupt them. Pets often need a closed door to keep them away, and employees might need headphones to block the noise.
Prioritizing Privacy
TigerFlex participants should ask the following questions:
-
Can someone standing behind you read your computer screen?
-
Are your windows open so your neighbor can hear your phone call?
-
What information do you need to secure before grabbing a cup of coffee or heading to the restroom?
Personal privacy matters too, so TigerFlex participants should also see if there is anything around that they would not want visible during a video conference with their boss or colleague.
supervisor
Remote/hybrid work for TigerFlex participants may be implemented to alter University work location and schedules, enabling employees to serve customers and meet institutional and departmental goals.
It should be noted that remote/hybrid work may not be appropriate or conducive for all positions at Auburn University. The following guidelines will help supervisors think more carefully about this arrangement.
Supporting Auburn University
Remote/hybrid work must support the division, department/unit and the University’s mission and goals, including cost-effectiveness and customer service.
Equitable Treatment
All employees should be treated fair and equitably when making remote/hybrid work arrangement decisions. Not all position across the University will be able to perform work successfully utilizing this option but consideration of which positions is the decision of the supervisor, pending approval from their department's Dean or Vice President.
Employee Engagement
Employee engagement in a remote/hybrid work arrangement arrangement is critical to its success. Communication and accountability of results are necessary.
Strive to maintain a collaborative environment, through special opportunities for staff members to have shared hours and constructive interactions with the rest of the unit or department.
Staying Connected
Many supervisors say they do not call or instant message colleagues who are working remotely because they don’t want to bother them. Supervisors should feel confident about calling or messaging an employee who is working remotely or in a hybrid model anytime they would walk to their office or call them if they were working on-site.
Performance Management
Satisfactory employee performance is expected during alternative arrangements. Supervisors must share expectations of the responsibilities and tasks to be performed early. Frequent check-ins with the employee are needed to discuss progress. As usual, all eligible employees will be evaluated for the work that is expected in the performance plan.
checklist
Remote/hybrid work arrangements are more successful when employees and supervisors communicate clearly about expectations. The following checklist will help supervisors establish a foundation for effective teamwork, continued productivity and exceptional service to Auburn University stakeholders.
✓ Review technology needs and resources.
-
Technology that is used in daily work should be identified. It should also be determined whether the resources will be accessible when working from home.
-
TigerFlex participants should know how to access appropriate technical support should they need assistance.
-
TigerFlex participants should know how to access their voicemail from home.
-
Supervisors should determine which platform(s) will be used to communicate as a team, clarify expectations for online availability, and confirm that everyone has access to the technology tool(s) and support resources. Auburn University employees have access to Zoom platform and Microsoft Teams.
✓ Review work schedules.
TigerFlex participants should receive clear expectations for maintaining their current work schedule, or if flexible scheduling is an option based on departmental needs.
✓ Make a communication and accountability plan.
-
Timely communication is expected between the TigerFlex participant and their supervisor, team members, customers, etc.
-
Current performance standards are expected to be maintained by employees.
-
Supervisors and TigerFlex participants should maintain team meetings and individual check-ins, altering the schedule if needed to accommodate any alternative schedules that have been approved.
✓ Trust is key.
-
A positive attitude in implementing a hybrid/remote work arrangement and a willingness to trust employees to work effectively is key to making such arrangements successful and productive. Allowing TigerFlex participants to work in a remote/hybrid work arrangement presents an opportunity for supervisors to grow.
-
Supervisors should focus on measuring results and reaching objectives—regardless of the work arrangement. The participant's productivity and Observed Behaviors are indicators of success, rather than direct observation.
-
By focusing on the participant's productivity and Observed Behaviors, and supervisors may improve their organizational abilities and their own skill in managing by objectives.