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duties, responsibilities, benefits, salary, etc.) remain unchanged as a result of the telecommuting arrangement.

All terms and conditions of employment with the University (e.g.

The University owns any/all software, data, reports, text and graphics created as a result of work-related activities.

All telecommuting work arrangements are subject to ongoing review and may be terminated at any time, with at least a 30-day notice period provided by either party, based on business and operational considerations.

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Employees who propose a telecommuting arrangement should ensure a safe and suitable workspace that is appropriately confidential and free of distractions and interruptions that may interfere with work.

In any work arrangement, employees will be expected to meet the same performance standards as otherwise required, and supervisors/managers will be expected to use the same performance review criteria that were previously applicable.

Eligibility may vary for different types of work arrangements and may depend on the nature of particular jobs, especially those required to deliver direct customer service, manage or direct groups of employees, or provide business-critical support at the primary work location.Īll proposals should be treated equitably, regardless of the employee’s reason for making the request. The primary criterion for determining approval of telecommuting for any employee is whether or not the arrangement meets the business needs of the department. Managers and Department heads are encouraged to give serious consideration to all reasonable requests but shall give the highest priority to the effective functioning of the department and division/school. The telecommute arrangements need to be discussed and assessed prior to approval to ensure that operational needs and impact are considered. To promote an equitable process, the Department Head or Dean is responsible for consulting with their Vice Chancellor or EVC/Provost, respectively, on distribution of the division’s/school’s work modalities, i.e., on-site vs remote.

Managers may approve telecommute agreements only after consultation with their Department Head or Dean. Remote workers outside California should review the Resources for Remote Workers Outside California section for tax, workers’ compensation, and other important information. Any establishment of a remote worker agreement outside of California may carry additional tax and/or legal implications. Remote work differs from telecommuting in that it is intended as a means of working from home or an alternate site on a full-time basis. Remote work situations are those in which 100% of the work is performed at a location other than a UC Merced site. Occasional or temporary work off-site, including for example work while traveling on University business, does not constitute telecommuting and does not require the formal arrangement described in these guidelines. Telecommuting is a work arrangement in which an employee regularly performs work at an alternative or an off-campus site for a specified portion of the workweek. Managers, supervisors and employees are expected to follow these principles in establishing and approving telecommuting arrangements. The following guidelines are intended to help managers, supervisors and employees develop telecommuting arrangements that are equitable, clearly understood by all parties and ensure minimal disruption to the organization.

You may also read the Hybrid Work FAQ for details on planning, completing and implementing Hybrid Work Arrangements. Please note, if supervisors need to modify existing work schedules as part of on-site planning, please consult with Employee & Labor Relations at to address any Policy and Collective Bargaining Agreements obligations.

To assist you, we’ve provided resources for completing the process. At UC Merced, all remote work and telecommute arrangements, along with alternate or flexible schedules, are referred to Hybrid Work Arrangements – agreements between an employee and their supervisor documented in a Telecommute Agreement or Alternate Work Schedule.Īs you prepare to return staff to on-site, it’s critical that you communicate your expectations with employees with enough notice (ideally 30 days) before the first scheduled on-site workday. These arrangements may involve varied work hours and/or work location(s). Hybrid work options offer creative approaches for completing work while promoting balance between work and personal flexibility.