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Flexible Work Guidelines

Overview

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Purpose

McMaster University has a strong international reputation as a centre of excellence for teaching and learning, research intensity, innovation, and creativity, ranked among the world’s top universities. In alignment with our vision of Impact, Ambition and Transformation through Excellence, Inclusion and Community: Advancing Human and Societal Health and Well-Being, a vibrant campus community is essential to foster an environment where our students can study, learn and grow.  With more than 37,000 students on campus, McMaster’s staff proudly deliver a range of services that support teaching, learning and our research mission.

As an employer, McMaster is committed to fostering a work culture that is safe, inclusive and collaborative, empowering every employee to thrive and contribute to the mission of the University. While we continue to discover new ways of working, we understand that the primary community that we support is in person and on campus. It’s important to seek balance between onsite work, while also recognizing that our employees value flexibility.

The University is pleased to continue to provide flexible work arrangements while prioritizing in person work. This will ensure that core operational needs are met, while promoting employee engagement, talent attraction and retention, and advancing our strategic priorities. As we continue to build a vibrant campus community of belonging, it is important that all employees engage in onsite activities regularly.

This guideline was first released in 2022, in support of planning the return to campus following the pandemic and is intended to provide guidance for supervisors and employees in exploring flexible work arrangements, while ensuring the continuity of operational needs in respective faculties and departments as well as connectivity with the university.

Flexible ways of working continue to evolve. Work-related priorities are distinctive across faculties and departments, and the need for engaged and supported employees has become even more critical as we aspire to differentiate and promote McMaster as one of the world’s top 100 universities, and as a Top Employer in the Hamilton Niagara region and nationally.

These guidelines will be interpreted in accordance with all applicable laws, including but not limited to, the Ontario Human Rights Code, the Occupational Health and Safety Act, and any applicable collective agreement or employment contract. Further, the terms of these guidelines are in addition to any legislative, regulatory, or other applicable legal requirements.

Eligibility and Framework

To ensure an on-going and vibrant community that supports the University mission, ability to work on-site continues to be a requirement for University positions.

McMaster values flexibility for its employees and provides options for hybrid/remote work or flexible schedules, which is to be balanced with the need for all employees to have regular and ongoing onsite work activity.  Flexible work arrangements may differ for employees/positions across the University dependent on the nature of the work being performed and the work environment where the work takes place.

Many positions across the University are fully on-site, given the nature of our University mission to deliver and support the student experience, and the importance of the services they need, to be safe and successful. Flexibility in the workplace may look different in these work units (for example, flexible hours of work, rather than hybrid work arrangements).

While services and operational needs differ, along with the feasibility of different types of flexible work options, it is important to approach discussions with equity and fairness. When determining the best approach to flexible work, leaders should consider work done within their own area of responsibility while also recognizing that similar work may be done in another department or faculty. Discussion between leaders supporting similar work will help to inform decision-making while also promoting consistency and transparency in approach. Where the need for onsite work differs within or across departments, discussion will help to facilitate understanding and respect for decision-making.

Most faculties and departments already have set standard frameworks and expectations for flexible work arrangements for employees within their respective unit. These decisions have been made in consideration of the following criteria which is used to guide decision-making on flexible work:

  • whether work has regular, in-person interactions, (for example, student-facing, front-line services or other in-person requirements)
  • specific deliverables to be met by onsite and/or offsite support
  • whether flexibility is restricted due to required operating hours and whether those vary throughout the year
  • the external market and whether the skills required put the employees at high risk for moving to other organizations or sectors
  • the availability of space to support required work and/or resources
  • planning for emergent or unanticipated needs
  • the importance of team interactions, and individual development, and a deeper understanding of the unique university environment, particularly for newer staff, and how this may be achieved

Employees are encouraged to speak with their supervisor regarding potential options for flexible work arrangements. Supervisors will review requests in consideration of the frameworks that may exist within their respective areas.

Supervisors are responsible for looking at whether a proposal can work and collaborating with employees on any changes needed to meet operational needs. If a supervisor can’t approve a proposal, they should clearly explain the reasons to the employee. Supervisors will also review the arrangements with the AVP/Dean for approval.

Fully remote positions are rare at the University. Most roles have some in-person requirements, and employees should be ready to attend a McMaster site as part of their job.

100% remote work is considered exceptional and requires review with the AVP/Dean, as well as approval from the appropriate Vice-President and AVP & CHRO.

Areas are encouraged to reach out to their Human Resources representative if they need advice or extra support when considering flexible work proposals.

Unique approaches to flexible work arrangements for new employees are encouraged.  This may include an increased presence during the on-boarding and probationary period to ensure employees build confidence, connectivity, organizational competency, and can demonstrate an understanding of the roles and responsibilities required to successfully perform their duties. Individuals that are new to McMaster or growing in their careers should be encouraged to network broadly and build in person connections as they learn more about their roles and the University.

Please keep in mind that Collective Agreements include language related to work arrangements. When considering flexible work options for represented employees, please be sure to connect with your Human Resources Partner or Employee/Labour Relations Consultant to ensure these provisions are followed, as required.

Supervisors are encouraged to be creative and supportive of flexible work where feasible and to offer this in a fair and equitable way. For example, where operational needs may not support an ongoing blend of onsite and remote work, they may consider offering other types of flexibility such as agreeing to changes in hours of work, or exploring creative ideas, such as remote work for a specific timeline, that could support engagement and flexibility in other ways.

Leaders are to regularly review flexible work arrangements (at least once a year) to ensure they remain consistent, effective, and aligned with operational priorities.

Flexible Work Types

The following sections highlight different flexible work options, their benefits, and key considerations to help support informed discussions.

Expandable List

Flex Time/Staggered Hours are arrangements that allow employees, on an individual or collective basis, to establish a schedule that allows for variability in the start and end times of their working days. Core business hours and/or student/client facing needs will inform the feasibility of flex/staggered hours arrangements for some positions.

Flex Time allows for an employee to shift their hours to accommodate commuting or other personal obligations that may make it easier for them by shifting their working hours to an earlier or later start, subject to operational requirements. Typically, work hours will be consistent for the entire week, and satisfy any core work hours a unit may have.

Staggered Hours may see an employee have a consistent weekly schedule, comprised of different start and end times on certain days of the week. This is to accommodate other priorities an employee may have outside of work.

Benefits of Flex Time/Staggered Hours

  • Reduced commuting time by starting and ending work before or after rush hour
  • Employees can take advantage of quieter office time to allow better focus on uninterrupted work while most co-workers are not at the office, either earlier or later in the day
  • May improve customer service by staggering the teams’ working hours and extending the hours of operation accordingly
  • Can increase employee morale and is an incentive for recruitment and retention
  • May support cyclical/project needs within the department especially during peak periods

Considerations of Flex Time/Staggered Hours

  • May not be feasible in certain contexts; for example, for positions that require employees to be available to provide services during specific operating hours
  • Supervisors and employees should consider health and safety in the workplace if employees may be working alone outside of normal working hours
  • Supervisors need to structure schedules while keeping in mind operational needs and core service hours, where applicable

Sample Schedules:

Sample 1: Individual Flex Time Work Schedule

Workday Monday Tuesday Wednesday Thursday Friday
Work Hours 10:00am to 6:00pm 10:00am to 6:00pm 10:00am to 6:00pm 10:00am to 6:00pm 10:00am to 6:00pm

* work hours include a 60-minute unpaid lunch break

Sample 2: Individual Staggered Hours Work Schedule

Workday Monday Tuesday Wednesday Thursday Friday
Work Hours 8:30am to 4:30pm 10:00am to 6:00pm 8:30am to 4:30pm 7:30am to 3:30pm 8:30am to 4:30pm

* work hours include a 60-minute unpaid lunch break

Sample 3: Team Shift Work Schedule

In this model, operational needs may require employees onsite on the same day, but work hours may be temporarily changed to allow for personal flexibility. Employees who prefer to work different hours may request this type of model which may also enable extended service hours for students/clients and address peak service needs during the overlapping period.

Monday Tuesday Wednesday Thursday Friday
Employee A 7:30am to 3:30pm 7:30am to 3:30pm 7:30am to 3:30pm 7:30am to 3:30pm 7:30am to 3:30pm
Employee B 11:00am to 7:00pm 11:00am to 7:00pm 11:00am to 7:00pm 11:00am to 7:00pm 11:00am to 7:00pm
Overlapping Hours 11:00am to 3:30pm 11:00am to 3:30pm 11:00am to 3:30pm 11:00am to 3:30pm 11:00am to 3:30pm

At McMaster University, we’re dedicated to creating a work culture that’s safe, inclusive, collaborative, and engaging—where every employee can contribute, thrive, and make a real impact on the University’s mission. In-person interactions with colleagues and the community play a key role in building that sense of connection and understanding. They help foster long-term growth and strengthen our McMaster culture. When considering flexible work options, we encourage leaders to balance operational needs with the lasting benefits that come from working on-site and being part of the community.

One way to combine on-site and remote work is through a hybrid work arrangement. In this setup, employees split their time between working at a university location and remotely, while still fulfilling their job responsibilities. Hybrid models can look different depending on the area, but they generally involve some regular on-site presence. While many parts of the university have already adopted various hybrid models, these arrangements can vary by faculty or department and may evolve throughout the year to meet changing priorities and peak periods.

Faculties and departments are expected to provide guidance on parameters for hybrid arrangements for their respective work areas, including minimum regular and on-going schedules of when employees are expected to be on-site.

Please note, 100% remote work requests require the approval of the appropriate Vice-President and the AVP & Chief Human Resources Officer.

When setting up a team-wide hybrid arrangement, supervisors should make sure that the in-office schedule allows for team connections, as well as adequate coverage where needed. Flexible work arrangements should be designed around key deliverables, taking into account what can be accomplished through on-site and off-site work.

For areas with known peak work periods (such as August, September, and January), it’s important to factor these busy times into any flexible work plans. Supervisors and employees should discuss these periods and adjust schedules as necessary to meet the increased workload and on-campus needs during those times.

In departments where hybrid arrangements are working well, supervisors may want to offer even more flexibility when it makes sense operationally. For example, managers could consider setting aside one or two “remote weeks” during the year, where an employee can work remotely to focus on a project or priority for the team. These remote weeks should be agreed upon in advance and approved by the supervisor.

Additionally, supervisors might offer more flexibility if an employee takes vacation or other time off during part of their agreed schedule, as long as coverage is still met. For instance, if someone usually works in the office Monday through Wednesday but takes Monday off, they might only need to come in Tuesday and Wednesday if coverage isn’t impacted. If team coverage is needed, they may need to adjust and come in on Thursday instead.

Hybrid work arrangements present the opportunity for the use of physical space to be reimagined across the University. For example, office spaces that are no longer required can be repurposed for learning, as collaborative spaces or to help meet other operational needs. Considerations for permanent changes to physical space should occur after hybrid work arrangements have been piloted to ensure success. Departments should also engage their employees to ensure changes to physical space will meet their needs in effectively performing their duties. More details regarding McMaster University Campus Master Plan and resources to support space planning can be found online at McMaster University Campus Plan 2023 – 2033.

Sample Schedules

It should be noted that these are intended to be examples and exact arrangements within teams may vary based on faculty/departmental needs.

Sample 1: Split week

This is a popular hybrid model where departments split the week between different teams or individuals. It enables supervisors to stay in touch with their teams and allows for face-to-face meetings and collaboration time on a regular basis. The employee and/or team and supervisor work together to set specific days to be on campus and these are scheduled to ensure appropriate coverage of service. Overlapping days allows for scheduling of in-person team meetings and collaboration time but this can also be considered on a less frequent basis as needed (e.g., monthly).

Sample 2: Week by week

This alternative is used to allow large teams to use office space together at the same time and meet up for reviews, deadlines, and updates. This is useful where the majority of the team has some on-site needs, but not every day, and not concurrently with other team members. In this case, a Team A / B schedule may address service needs, as well as flexibility for staff. Overlapping days could be considered on a monthly or quarterly basis as needed for broader team development and collaboration time.

 

Details related to pre-retirement reduced workloads are outlined in the corresponding policy, which allows for salaried support staff nearing retirement to reduce their workload as much as 50% and still receive full pension credits and benefit coverage until retirement. Salaried staff wishing to participate in the reduced workload plan are encouraged to speak to their supervisor and HR representative to gather more details. Specific steps for proposing and implementing this flexible work arrangement are outlined in the policy.

Flexible Work Proposal Process

Flexible Work Proposal/Approval Process

The establishment of flexible work arrangements can happen in a variety of ways.  These arrangements can be proposed through open conversations during regular check-ins with managers or team meetings, where ideas are shared and solutions are found together. Additionally, supervisors may propose arrangements that could benefit their teams, fostering a more balanced and productive work environment for everyone. The key is collaboration and finding the best approach for each team’s unique needs.

Many departments have already established flexible work models to support employees, ensuring both productivity and work-life balance. These frameworks are designed with the following factors in mind:

  • The need for in-person interactions, especially for student-facing roles and front-line services
  • Specific deliverables that may require on-site or remote support
  • Variations in operating hours throughout the year that may limit flexibility
  • The external market and retention of employees in high-demand fields
  • Availability of space and resources to support work requirements
  • Planning for unexpected needs
  • The importance of team collaboration, personal development, and understanding of the university environment, particularly for newer staff

Employees are encouraged to discuss flexible work options with their supervisor. Supervisors will consider these requests based on existing frameworks in their areas, reviewing them on a case-by-case basis in collaboration with other leaders as needed.

Supervisors are responsible for looking at whether a proposal can work and collaborating with employees on any changes needed to meet operational needs. If a supervisor can’t approve a proposal, they should clearly explain the reasons to the employee. To keep things consistent across all faculties and departments, approval for flexible work arrangements rests with the Associate Vice-President or Dean.

Fully remote positions are rare at the University. Most roles have some in-person requirements, and employees should be ready to attend a McMaster site as part of their job.

100% remote work is considered exceptional and requires review with the AVP/Dean, as well as approval from the appropriate Vice-President and AVP & CHRO.

For additional guidance, consultation with your HR partner is encouraged.

Worth Noting

Many faculties and departments have already established flexible work models. If your arrangements are already approved and in place, kindly inform your HR partner.

Step 1:

The employee/team proposes a flexible work arrangement (FWA) to the supervisor, or vice versa. This can happen in different ways but should include the core details of the proposed arrangement.

Step 2:

Supervisors are responsible for looking at whether a proposal can work and collaborating with employees on any changes needed to meet operational needs.

Step 3:

 Supervisors will also review the arrangements with the AVP/Dean for final approval.

Step 4:

If a supervisor can’t approve a proposal, they should clearly explain the reasons to the employee.

Step 5:

Approved FWA is implemented, with expectations and health and safety requirements reviewed.

Step 6:

Please ensure HR is informed of flexible work arrangements to help maintain consistency and provide support.

Step 7:

Review flexible work arrangements at least annually to ensure continued success.

Notification of Changes to Arrangements/Agreements

It is recommended that agreements are reviewed by supervisors and employees at least annually or when significant operational or organizational changes within the unit take place.  For regular, cyclical, term-based changes, a minimum of 30 days notice is recommended to be provided to employees to allow for required planning. 

For significant operational or organizational changes, it is recommended to provide as much notice as possible is provided to employees, with a recommended 90 days notice to allow for required planning. 

Please refer to respective CBAs for any specific information related to notification changes. 

It is recognized that there may be emergency situations which arise at the University or within specific faculties/departments which require immediate adjustments to employee work schedules due to unforeseen circumstances. In these situations, supervisors will review needs with employees and everyone will be asked to work together and accommodate plans to ensure that required operational needs are met.   

It is also recognized that sometimes unexpected personal situations arise which may require additional flexibility and/or accommodation support on a short-term basis. Employees are encouraged to work with their supervisor and HR representative to review potential options and facilitate required arrangements. 

Resources for Flexible Work Arrangements

Stay connected, inspired, and productive with these resources and tools, created to help you thrive in your flexible work experience.

Image for healthy and productive work from home

Building Connection and Staying Engaged

Check out the curated content on these topics to help you thrive and succeed in your flexible work setup.

As employees may be working from a home office, it’s important to set up a space that’s comfortable, healthy, and safe. Focus on creating an environment that promotes comfort, functionality, health, safety, accessibility, and privacy to help maintain a professional and distraction-free workspace.

Please designate an adequate and separate workstation in your home and ensure satisfactory safety at your home office.  To help ensure your safety at home, the Home Workspace Self-Assessment Safety Checklist is required. Please review this short video on how to ensure your home office is setup ergonomically. Additional McMaster Resources for Working Remotely are available online.

Aside from equipment supplied by McMaster (for example laptop, monitor, keyboard, mouse, as applicable, depending on the nature of work), an employee is expected to use their own equipment in establishing the home office, and they are responsible for the maintenance and repair of that equipment. Any equipment purchased by the employee and reimbursed by McMaster, or supplied by McMaster, will remain the property of the University. McMaster will not be responsible for any costs that are associated with the employee using their home as an alternative worksite; for example, home maintenance, insurance, internet or telephone connection, or utilities.

Some employee groups have allowances available that may be used towards some of these expenditures, as outlined in respective policies. Employees are encouraged to review the policies to determine eligibility.

Employees will be required to return all equipment supplied by McMaster, should they leave the University.

Equipment and Electronics

Avoid risky electrical practices, like overloading circuits or modifying three-prong plugs to fit two-prong outlets. Without proper power circuitry and surge protection, you also risk data loss and damage to your electronics from power surges and blackouts.

When setting up your home office, be mindful of how you position your equipment. Keep power cords and telephone lines off the floor to prevent hazards.

If you need to move equipment, do so carefully to avoid injury or damage to your gear. And remember, not all components need to be in the same room—just make sure everything is conveniently located for easy access.

Communications Tools

Maintaining communication is an integral part of a successful flexible work arrangement. Employees must consider the importance of tools such as voicemail, email, electronic calendar, laptop computers, remote internet access, shared electronic folders and files, flash drives, and cell phones, and ensure they know how to use them. Seek assistance from University Technology Services early on in the process for assistance with equipment or networking needs. Where possible, meetings should have virtual attendance options available that you can request in advance.

McMaster University offers Microsoft Office 365 at no charge to students, staff, and faculty, and includes access to leading productivity and collaboration tools for everyone in the community. One such tool within O365 is Teams. Teams has the potential to optimize communication between staff, faculty and various teams. Groups can organize and create teams to have a central location to discuss projects, host virtual meetings, and share documents in a place that everyone can access.

It will also be important to be aware of the “contact tree” for emergency and contingency planning for your area through your supervisor or department head.

Secure Storage

If you work with confidential information at your home office, you need to ensure that you have secure storage to protect this material and reduce the risk of loss to the University.

The above information and area offices responsible can be accessed using the following links:

For Supervisors

Challenge Opportunity
It’s a challenge to track your team’s time when they work in different locations and flexible hours. Flexible work arrangements focus on managing by results—ensuring tasks are completed on time and meet quality standards—rather than by overseeing every step. This approach fosters trust and empowers employees to thrive. By setting clear standards and expectations for all, we create a culture of accountability and support, whether or not flexible work options are in place.
The nature of the job does not support a flexible work arrangement. Be sure to reach out to HR, your supervisor, Director, or AVP for guidance when needed. After thoughtful discussion with the employee and the team, share a clear and thoughtful explanation for your decision. Keep an open mind when considering all requests. If a request isn’t feasible, show your support by exploring alternative solutions that work well for both you and the employee.
You’ve noticed that a flex-time employee is struggling with sticking to their early start or late finish times. Perceived inequity can sometimes affect morale within teams, but it’s an opportunity to strengthen communication and understanding. The manager should have an open conversation with the employee to understand their perspective and explore possible solutions. It might be as simple as clarifying expectations around work hours or adjusting the schedule to better suit everyone. Addressing these matters with care and timeliness helps prevent misunderstandings and keeps things on track. For guidance on how to approach this conversation, refer to the GROW model for helpful tips.
You’re unsure as to how to best to track the arrangement to see if it’s working out successfully for all. Regular check-ins provide a valuable opportunity to discuss progress, address any concerns, and plan for the future. While an annual review is important, more frequent reviews—quarterly or semi-annually—can be even more helpful. It’s a great idea to agree with the employee on how to measure performance under the flexible work arrangement in advance. The performance expectations should be the same as those for others in similar roles, ensuring consistency and fairness across the team.

GROW Model – Issues with Flexible Work Arrangements

GROW Model – Responding to Flexible Work Arrangement Proposals 

Check out the University Technology Services (UTS) website to find the following:

The DO’s:

Trust Your Flex Workers
Focus on your leadership strengths by managing based on objectives and results. Build strong, trusting relationships and empower your employees to succeed.

Set Clear Expectations
Make sure to outline how success will be measured by setting clear, achievable objectives. Communicate these expectations from the start so everyone knows what’s expected.

Establish Core Hours & Service Standards
Set core hours based on operational needs, and make sure to share service standards and expectations with your team. Clarity upfront leads to smoother collaboration!

Keep Communication Open
Regular check-ins are key. Let your flex workers know you’re available and that they can reach out when needed. Stay connected to maintain a strong working relationship.

Create Standards for Communication
Set clear guidelines for communication within your team. Regular updates, whether one-on-one or as a group, help keep everyone aligned and informed. Agree on how often and through what methods communication should happen.

Provide Ongoing Feedback
Regular feedback helps keep everyone on track and ensures that employees feel supported. Make it a habit to offer constructive feedback, both positive and areas for growth.

Include Flex Workers in Goal Setting
Engage your flex workers in setting goals. When they’re part of the process, it boosts ownership and alignment with the team’s objectives.

Delegate Fairly
Distribute assignments evenly across the team, ensuring that everyone’s workload is balanced and manageable.

Encourage Inclusion
Make sure your flex workers feel involved in day-to-day activities. Keep an eye out for signs of isolation, and find ways to keep them connected with the team.

Embrace Flexibility & Continuous Improvement
Expect some bumps along the way. See challenges as opportunities to learn and grow as a team. Regular debriefs and adjustments are part of the process, helping everyone improve communication and performance.

Be Ready to Adjust if Needed
If an arrangement isn’t working as planned, have an open conversation with your employee. It’s okay to discuss adjustments or even reconsider the arrangement if necessary. Document the conversation and address any concerns together before making a decision.

Ensure Regular In-Office or Connection Time
Make sure your flex workers still have time in the office or regular meetings to maintain a sense of connection. Consider other opportunities for team-building and strengthening the company culture.

The DON’Ts:

Provide Thoughtful Feedback on Flexible Work Proposals
Instead of simply saying no to a flexible work request, take the time to review it with the employee. Offer clear, constructive feedback if the proposal needs to be declined, or explore possible adjustments for a mutually beneficial compromise.

Check In, Don’t Just Check Up
Instead of calling early in the morning to check if your flex worker is “at work,” try checking in to see how things are going. Offer support, listen to any challenges, and stay connected. Flex workers need to feel seen and supported.

One Setback Doesn’t Define Flexible Work
Don’t let a single unsuccessful attempt at flexible work give the entire concept a bad reputation. Every situation is unique, and it’s important to approach each one with an open mind and a focus on finding solutions.

Remember, Not Everyone Wants Flexible Work
Understand that flexible work isn’t the right fit for everyone. Respect your employees’ individual preferences and needs – some may prefer a more traditional schedule, and that’s perfectly okay!

For Employees

Challenge Opportunity
You’re concerned that your supervisor may turn down your request. It’s natural to feel concerned about how your supervisor might respond to your request, but it’s also an opportunity to have an open conversation and share your perspective. You might find more understanding and support than you expect. Once you have a clear idea of what you want, take some time to consider how the arrangement might impact your team. Chat with your co-workers and think through the details for yourself. Use the information in this guide to assess your needs and goals. Being well-prepared shows your commitment to making flexible work arrangements successful for everyone.
Your supervisor turns down all or part of your request. If reasons aren’t provided, don’t hesitate to ask for clarification. Take the opportunity to address any specific concerns and consider adjusting your request if needed. Stay open to discussion and find common ground where possible. It’s also important to be open to the idea that, depending on the nature of your role or team, this arrangement might not be the right fit—but there may be other ways to explore flexibility.
Co-workers express reservations about your work arrangements. Start by acknowledging the contributions of your co-workers in helping make your flexible work arrangement a success. Remember, flexibility goes both ways—being open and adaptable yourself helps create a positive environment for everyone. There may be times when attending key meetings on remote workdays or adjusting schedules is needed, but these are opportunities to collaborate and find solutions together. Engage with your co-workers for their feedback, both positive and constructive. By listening and addressing concerns, you can work together to find ways to make the arrangement even better for everyone.
Co-workers tell you they don’t know your schedule. Keep the lines of communication open with your colleagues. Share your schedule in a visible or easily accessible place so everyone stays in the loop. Using a shared electronic calendar is a simple and effective way to keep everyone informed and connected.

 

The DO’s:

Value Your Flexible Work Arrangement
Commit to success by meeting the expectations set by your supervisor and making the most of your flexible work setup.

Be Prepared
Take time to think about how your flexible work arrangement might impact your work, and be ready to adapt as needed.

Seek Feedback
Reach out to colleagues for their input and support regarding your flexible work arrangement—whether it’s a team-based or individual request.

Adjust When Needed
If not all aspects of your flexible work request are approved, be open to modifying your plan to make it work.

Stay Connected
Keep in touch with colleagues and share your schedule using tools like Outlook Calendar, voicemail, email, or Microsoft Teams to ensure smooth collaboration.

Support Your Colleagues
Be flexible in helping your teammates set up their own work arrangements. Teamwork is key!

Keep Communication Open
Check in with your supervisor regularly to discuss how your arrangement is going and make adjustments if needed.

Revisit When Necessary
If your arrangement isn’t meeting your needs, don’t hesitate to revisit or cancel it. It’s important that it works for everyone.

Keep Your Calendar Updated
Remember to inform those scheduling meetings of your work schedule and keep your calendar current.

Respect the Privilege
Flexible work arrangements are a privilege, so let’s make sure they’re valued and maintained for everyone’s benefit.

The DON’Ts:

Communicate Your Schedule
Avoid shifting your schedule daily without keeping your team and manager in the loop. Clear communication is key!

Respect Scheduled Meetings
Try not to cancel important meetings on your work-from-home days. If something comes up, communicate early and reschedule when necessary.

Notify Your Manager for Short-Notice Changes
If you need to work from home unexpectedly, make sure to notify your manager as soon as possible so they’re aware.

Embrace Flexibility
Remember, things won’t always go perfectly. Allow room for adjustments and be flexible as you navigate your work arrangement.

Health and safety considerations must be reviewed prior to determining whether a flexible work arrangement is appropriate. If all parties agree to a flexible work arrangement, the health and safety checklist must be completed and included as part of the written agreement about the arrangement.

McMaster is committed to creating a healthy and safe work environment for everyone that works, studies or visits the campus. This commitment and duty also extends to university employees who work from home. Employees are responsible for setting up an appropriate work environment within their home, which provides the same level of safety and security as the regular work office.

Please review this short video on how to ensure your home office is setup ergonomically.

Workplace Injuries

When an employee is injured while working from home, they must comply with the normal reporting requirements for any work-related accident as outlined in the reporting procedures. Employees should first treat or seek treatment for the injury, and then report the injury to their supervisor, just as they would if they were injured at the office through the Injury/Illness Report. Please reference RMM 1000 Reporting and Investigating Injury/Incident/Occupational Disease for more information.

McMaster is not responsible and assumes no liability for any injuries to family members, visitors, and others in the employee’s home.

Workplace Violence

Employees with flexible work arrangements are subject to all of the same policies and procedures and expected standards of conduct as all other McMaster employees, including Violence in the Workplace Policy.

Threats or incidents of workplace violence should be reported to the supervisor, a person in authority or Security and Parking Services. The University has an established Accident/Incident form that employees are required to fill out in conjunction with their supervisor for any Health and Safety related issue. If you ever have an immediate fear for your safety while working remotely, call the police at 911. For on-campus safety matters, it is recommended that community members download the McMaster Safety App or contact McMaster Security Services.

Meeting Visitors

For health and safety reasons, employees cannot have work meetings with clients or others in their homes. This restriction needs to be included in working at home (flexible work arrangements) agreements.

Productivity and well-being best practises

For successful meetings

Be Mindful of Timing
When scheduling meetings, try booking them for 20 minutes instead of 30, and 50 minutes instead of a full hour. This gives everyone a chance to stretch or transition between meetings. If possible, keep Friday afternoons meeting-free to allow for uninterrupted work and preparation for the week ahead.

Be Purposeful with Meetings
Before scheduling, ask yourself if a meeting is truly necessary or if there’s another way to share information or gather input. Sometimes a quick phone call is a better option than a video call, giving people the freedom to move around and take a break from their screens.

Invite Only Essential Attendees
Be selective with your invites—only bring in those who really need to be there to keep meetings focused and efficient.

Set a Clear Agenda
Make sure to create a meeting agenda with time allocated for each topic. This helps ensure you stay on track and finish on time.

Managing responsibilities

Lighten Your Load Where Possible
Look for ways to ease your workload and reconsider due dates when you can. A little flexibility can make a big difference.

Prioritize What Matters
Clarify with colleagues and supervisors what tasks are urgent and must be done versus those that can be deferred. Treating every task as critical can lead to burnout and overwhelm.

Respect Everyone’s Time
Be mindful of your time and that of your colleagues. Everyone may be juggling tight deadlines, so keeping interactions efficient and respectful is key.

Schedule Focused Work Time
Block out time in your calendar for uninterrupted work to plan and concentrate on assignments without distractions.

Take Breaks & Plan Family Time
Be sure to block out a lunch break and schedule time for family commitments. Balance is important!

Streamline Workflow with Tools
Consider using tools like Microsoft Teams to help streamline your workflow and reduce the need for frequent meetings.

For well-being

Keep Communication Open
Stay connected with your colleagues and ensure everyone knows about the support available, like the Employee and Family Assistance Plan (EFAP) for confidential counselling.

Take Time to Recharge
Don’t forget to take your vacation time, even if you’re staying home. Time to relax and recharge is important for your well-being.

Get Involved in Well-Being Initiatives
Participate in employee well-being programs to support both your mental and physical health.

Explore the Okanagan Charter
Check out the Okanagan Charter website for a variety of resources designed to support your overall well-being.

Stay Healthy While Working from Home
Review these helpful tips for staying healthy and productive when working remotely.

Access Mental Health Resources
Take advantage of the mental health resources available for both employees and managers to stay supported.

Managers: Call for Support
If you’re a manager or supervisor, don’t hesitate to call the EFAP Key Person Advice Line for immediate guidance if you’re unsure how to handle a particular situation.

Staff Stories: Inspiring Journeys and Shared Experiences

Flexible Work Stories From:

Faculty of Health Sciences - Health Sciences Finance Learn More

The Health Sciences Finance and Research Finance teams have realized benefits from working flexibly that we hope to preserve far into the future.

McMaster would like to hear about your stories and experiences with flexible work

Flexible Work FAQ

Expandable List

While flexible work arrangements can work in many cases, they may vary for different employees and positions across the University. These arrangements should be discussed and agreed upon by both supervisors and employees. Ultimately, it’s up to the supervisor, in consultation with the AVP/Dean, to decide if the arrangement is feasible.

Some operational and job considerations include:  

  • Operating hours may restrict flexibility of work schedules. For example, many staff have to be available to oversee operations and provide services to staff and students during the established operating hours. 
  • Peak or critical periods when staff are required may mean that flexible work arrangements are not suitable to the work or for specific times of the year. 
  • Jobs that require all or most of the work to be done on campus, such as front-line client services and custodial services, would require review for suitability for flexible work arrangements. 
  • Many employees like the in-person, social and team interaction in the workplace and would not want to work remotely. In these cases, enabling on-site work is important to support employee engagement and accessibility to resources, as may be identified by the employee. 

The University is pleased to continue to provide flexible work arrangements while prioritizing in person work.  As we build a vibrant, inclusive campus community, we encourage all employees to engage in onsite activities regularly. This balance helps us meet our essential operational needs while also fostering employee engagement, attracting and retaining top talent, and supporting our strategic goals.

Many faculties and departments have already set up flexible work arrangements. If you have an approved arrangement in place, please be sure to let your HR Partner know.

Yes, absolutely. You can encourage your team to consolidate their requests into one collective proposal or explore the option of discussing it in team meetings. If your team needs guidance, take the time to sit down with them and explain key priorities, along with any other important considerations as they prepare their proposal. If needed, reach out to your HR Partner for additional support.

Employees play a key role in the process and have a deep understanding of both operational and community needs in their work. Their input is valuable in finding the best way to meet operational goals and create effective solutions for flexible work arrangements.

Managing in a flexible work environment comes with unique challenges, as it’s different from in-person management. Employees generally want to do their best and find ways to stay engaged, supported, and meet the needs of the community.

Just because you don’t see your employees in person doesn’t mean the work isn’t getting done—something we’ve all learned throughout the pandemic. This shift encourages both leaders and staff to focus on outcomes. There are resources available to help leaders and employees stay connected and engaged. Here are some specific tips:

Be clear when assigning work
When assigning tasks, make sure to clearly communicate the task, desired outcome, and timelines. Clear expectations help establish a timeline for when supervisors can expect work to be completed. Without this clarity, employees may feel confused or uncertain about the urgency of a task.

Schedule regular check-ins with remote employees
A weekly or bi-weekly 30-minute check-in is a great way to answer any questions, ensure tasks are on track, and maintain a consistent connection between employees and supervisors.

Manage based on productivity and outcomes
The best way to support and assess your employees is by focusing on the work they’re producing and the outcomes they’re achieving. Regular check-ins also help ensure that expectations are aligned and provide an opportunity to address any issues. If concerns about performance or work delivery arise, supervisors should have a coaching conversation to discuss the issues and expectations moving forward, or to determine if additional support is needed for the employee’s success.

Many areas of the University will experience times throughout the year when in-person demands are higher. It’s important to communicate these periods clearly to employees and set the expectation that flexible work arrangements may need to be adjusted or temporarily paused during those times. Supervisors can also include these peak periods in the agreement template to ensure everyone is clear on what’s required. If needed, supervisors can reach out to their HR Partner for support.

Supervisors are responsible for looking at whether a proposal can work and collaborating with employees on any changes needed to meet operational needs. If a supervisor can’t approve a proposal, they should clearly explain the reasons to the employee. Supervisors will also review the arrangements with the AVP/Dean for final approval.

Fully remote positions are rare at the University. Most roles have some in-person requirements, and employees should be ready to attend a McMaster site as part of their job.

100% remote work is considered exceptional and requires review with the AVP/Dean, as well as approval from the appropriate Vice-President and AVP & CHRO.

As we work to create a vibrant campus community, it’s important for all employees to participate in onsite activities regularly.

Fully remote positions are rare at the University. Most roles include some in-person requirements, and employees should be prepared to attend a McMaster site as part of their job.

100% remote work is considered as exceptional, and needs to be reviewed with the AVP/Dean and must be approved by the appropriate Vice-President and AVP & CHRO.

At McMaster, we’re committed to creating a work culture that’s safe, inclusive, collaborative, and engaging, where every employee can thrive and contribute to the University’s mission. This includes supporting employees in creating an environment where they can do their best work. The flexible work guidelines are here to help supervisors and employees discuss flexible work options when needed. That said, if an employee prefers to work on-site full-time, that will be supported.

Employees aren’t required to work from home on their remote days, but they must be available during working hours and have a suitable environment with reliable high-speed internet. The workspace should also meet health and safety standards from the Home Workstation Self-Assessment Safety Checklist, along with security and privacy requirements for their role.

Flexible work arrangements as outlined in this guide are not substitutions for, or part of, an accommodation plan for employees. In cases where an employee requests a flexible work arrangement for medical reasons, creed, or to accommodate a disability, the University has a duty to accommodate (to the point of undue hardship). There is a separate process in place to arrange for accommodation related to illness or disability. Please review the Workplace Accommodation Procedures and contact HR directly for consultation.

There are several existing policies and collective agreements that outline the opportunities for employees and supervisors to reach agreements on flexible work arrangements.

Please reach out to your HR Partner to help assess whether flexible work arrangements are suitable and to review any other policies that may apply.