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

* work hours include a 60-minute unpaid lunch break

Sample 2: Individual Staggered Hours Work Schedule

* 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.

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.