Determining position suitability for hybrid, flexible, or remote work
One of the first steps when evaluating a flexible work arrangement is to determine if the position is suitable for job functions to be conducted remotely or with a flexible arrangement. While some roles will always require physical presence and set hours, many others can leverage remote work principles to collaborate efficiently and effectively, supporting NAU’s academic and business goals.
Those considering remote work options should first review NAU’s Flexible Workplace Options Policy and consult this decision-making tool. This tool is based on the work to be done, your division/department’s business needs, and employee suitability.
Determining Position Suitability
Remote work offers a powerful opportunity to drive innovation and shape the future of work at Northern Arizona University. Several important factors must be weighed when exploring flexible and remote work. This tool addresses key considerations:
Section 1: Evaluating Business Need
Review and consider current and future business needs, goals, and projects for your division or department. Assess what is realistic, equitable, and what you can commit to providing your workforce regarding flexible, hybrid, and remote work schedules. When effectively planned and executed, Flexible Workplace Options should lead to either a positive or neutral effect on business results and the work environment.
Successful Flexible Workplace Options:
Successful Flexible Workplace Options demonstrate that tasks can be completed at a different time, place, or method without negatively affecting overall performance and not impeding team dynamics or individual productivity.
Out of State Work Schedules:
Consider business needs when evaluating out of state employee schedules and time zone differences and establish what arrangements work best to support the department operation which could include not approving an out of state employee arrangement.
To ensure remote work aligns with institutional goals, leaders may want to consider:
- Does the remote work arrangement serve the best interests of the university?
- Will the work arrangement enhance, maintain, or diminish operational efficiencies?
- Does the introduction of one or more remote work arrangements enhance departmental productivity?
- Can an out of state work request meet your business needs and coverage with a difference in time zones?
- If yes, establish clear expectations around an agreed upon schedule, work coverage, and availability.
Step 2: Position Suitability
A position may be deemed suitable for remote work if some or most of its duties can be performed away from the usual worksite. These roles should involve clearly defined tasks with measurable outcomes. Positions that allow for independent work, such as writers, analysts, accountants, programmers, or other “knowledge” workers, are often well-suited for remote arrangements.
Conversely, roles requiring a physical presence or significant in-person interaction with stakeholders, coworkers, or students may include faculty, executive assistants, custodial staff, or skilled trades—are typically not ideal for remote work. Some positions may be appropriate for a hybrid model, with a combination of on-campus and remote work. Remote or flexible work arrangements should focus on measurable outcomes. Shifting the work location should not negatively affect productivity, customer service, operational efficiency, or team collaboration.
When assessing the suitability of a position for remote work, consider:
- Do you have a position description with clearly defined essential job duties?
- Do the job duties require ongoing access to equipment, materials, and files that can only be accessed on campus?
- Do the job duties involve significant face-to-face interaction with students, supervisors, colleagues, or the public?
- Do the job duties demand substantial in-person time in meetings or collaborative efforts?
- Do the job duties regularly involve work that must be performed at a NAU work location?
- Does the position work with highly confidential information requiring on-campus presence for security purposes?
Step 3: Employee Suitability
Once it has been determined that some or all of a position’s responsibilities can be performed remotely, the next step is to assess the employee’s compatibility with remote work opportunities.
Employee suitability for remote work and out of state considerations should be evaluated on a case-by-case basis for both current and potential employees. This section will guide you in determining whether the employee can manage their work and time independently in a remote setting.
Key factors to consider when assessing an employee’s suitability for remote work include:
- Does the employee have a recent performance record, including disciplinary actions?
- Does the employee take initiative, and have successful time management and organizational skills?
- Does the employee have proficiency with the necessary technology and computer skills to perform job functions outside the office?
- Does the employee have a clear understanding of their job duties and expectations, with the ability to work with remote supervision?
- Can the employee’s performance can be effectively measured and evaluated while working remotely?
- If an employee voluntarily moves out of state and the request is approved, are there clear expectations regarding the need for travel to an NAU location for work activities, and will NAU or the employee be responsible for the travel expenses?
Section 4: Supervisory Approach
Supervisors play key roles as team builders, coaches, mentors, and trainers for their employees. Managing remote and in-person teams will require these important roles for a productive and engaged team.
Key factors to consider when evaluating the compatibility of your supervisory style for remote work and hybrid teams include:
- Are you comfortable allowing the employee to work independently?
- How often do you monitor the employee’s performance? (weekly, monthly, other intervals)
- Are you comfortable with virtual communication?
- Have you been successful in setting clear objectives?
- Can you effectively measure the employee’s performance, outcomes, and time worked?
- Do you trust that the employee will remain productive with remote supervision?
Section 5: Team Effectiveness
Effective teams promote open communication and collaboration, fostering a sense of belonging and strong morale. Supervisors should create tailored plans that respect the needs of their employees while maintaining operational efficiency. This section will help assess whether your team culture is conducive to implementing Flexible Workplace Options.
Key factors for team compatibility with remote work arrangements include:
- Do team members often collaborate on detailed and complex projects?
- Will an employee’s remote location affect teamwork and productivity?
- Can the team remain engaged and effective in a virtual or hybrid environment?
- Does the team have the resilience to maintain trust and morale during challenges?
- Would the team embrace a combination of on-site and remote work arrangements?
Other Considerations
In addition to the content covered in the first five sections of this decision-making guide, several additional factors may or may not be relevant to the remote work arrangement you are evaluating.
Please review the following questions and statements to assess whether they would influence the success of the arrangement:
- Are there professional development opportunities available for remote employees?
- Is the employee currently in their probationary period? If so, it may be wise to wait until consistent performance is established before considering a remote work arrangement.
- Will the employee be working from a location with a significantly different cost of living? NAU will maintain its existing compensation and benefits structure regardless of the employee’s remote work location.
- Temporary trial periods of agreed upon a Flexible Workplace Options can be utilized to pilot change in the work arrangements.
Advancing a Request
Supervisors Role:
It is the supervisor’s responsibility to be familiar with the Flexible Workplace Option policy, expectations, and agreement, as well as the process for submitting a Flexible Workplace Option request and how to review and approve requests.
After evaluating position suitability and the department supervisor wants to advance a Flexible Workplace Option, what to expect next is to:
- Review the job’s position description to ensure it is updated and represents the current tasks/responsibilities required for the role.
- If changes have been made to the role, please consult with your Human Resource Business Partner.
- Review the Flexible Workplace Option Suitability Assessment tool above.
- When applicable, consult with your leadership to ensure agreement. Leadership review and approval is required for all Flexible Workplace Requests (OnBase form).
- If approval is granted, communicate with your employee and share all expectations or concerns.
- Document the details of flexible work arrangement.
- Evaluate the effectiveness of the work being performed.
Employee’s Role:
It is the employee’s responsibility to be familiar with the Flexible Workplace Options policy, expectations, and agreement.
- Submit a request for Flexible Workplace Options request through OnBase.
- Schedule a meeting with your supervisor to discuss and clarify any questions or concerns regarding the flexible workplace options.
Declining a Request
Supervisor’s Role:
If the department supervisor wants to decline a flexible work arrangement after referencing the position suitability tool, the next steps are:
- Consult with your appropriate leadership to ensure agreement with your decision. Document your rationale for declining the request within the Flexible Workplace Request form through OnBase. This provides an opportunity to capture the business reason for declining the request.
- Communicate with your employee. If the assessment does not support a remote work arrangement, you are encouraged to share the decision along with the business reasons.
Employee’s Role:
- To follow the agreed upon work arrangement work schedule identified between the supervisor and employee.
Conclusion
Remote work arrangements have the potential to be a powerful and innovative tool for Northern Arizona University. Leaders are encouraged to evaluate each arrangement on a case-by-case basis, while also considering the broader impact on their unit, in line with the guidelines outlined in this document.
It’s important to remain objective and apply decision-making criteria consistently to ensure equity within work units and contribute to the overall success of remote work at NAU.