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.