UCSF’s capacity to deliver on its mission depends on its ability to attract and retain top talent. As an increasing number of companies and organizations in the Bay Area have expanded the option to telework for employees, UCSF must consider leveraging such flexibility in order to remain competitive with other employers in the region. In order to remain an employer of choice, UCSF supports flexibility and telework for job duties that can be performed off-site.
This Telework and Workspace Planning Guide is intended to provide Health leaders (vice presidents and above), Campus control points (Chancellor’s direct reports or designees), and departments with guidance for developing flexible telework plans that meet their business and employee needs for the administrative workforce
Regardless of where we work, we are united in serving the UCSF mission of advancing health worldwide and embracing a common set of values that guide how we work together (including our PRIDE Values, Principles of Community and our Ethical Standards and Code of Conduct).
UCSF Telework Principles
As Health leaders/Campus control points and departments continue their planning efforts for transitioning for a new way of working. View the UCSF Telework Principles.
A note about language: This document uses both “telework” and “remote work” interchangeably to refer to work performed off-site.
Assess job functions and prepare telework agreements
Ground your planning in the role your team plays in supporting UCSF’s mission, essential functions, desired outcomes and priorities.
- Get input from your team and, if applicable, other stakeholders.
- Consult with your team members to understand their preferences and needs.
- If your team is service-oriented, consider getting client/stakeholder input as well.
- Review the Guidance for Assessing Task Portability for help determining which job functions need to be performed on-site and which can be performed off-site. For positions in which some responsibilities need to be performed on-site (in order to access specialized equipment or sensitive data) while others can be performed remotely, a hybrid approach, in which staff work some days on-site and some days off, may be appropriate.
- Ensure staff members who will be partially or fully teleworking complete the Telework Agreement and Equipment Receipt documentation.
- Clearly communicate expectations to employees regarding on-site needs (e.g., How often on-site work is expected, the rationale for being on-site, and the minimum lead time for on-site requests).
- HR recommends updating job descriptions as follows:
- Indicate positions that are expected to always be entirely on-site or entirely off-site
- Indicate positions that may be a hybrid of telework and on-site work
Review ergonomic and safety resources with your teams and set plans to address any needs
Encourage teleworking staff to use the My Telework Plan worksheet to create a personal plan for a safe, healthy and productive working environment (provided by the Office of Environment, Health and Safety). This process involves:
- Complete the online ergonomics training and self-evaluations for onsite, remote, or hybrid work in the UC Learning Center: Office Ergonomics eCourse and Self Evaluation (on-site) and/or Ergonomics for Remote Work (remote).
- Work with employees on purchasing recommended equipment and implementing ergonomic recommendations.
- Address any unresolved ergonomics concerns (Campus | Health) after completing the evaluation and implementing the recommendations.
- Contact Disability Management Services (DMS) for assistance with the interactive process at (415) 476-2621 if the implemented equipment or ergonomics adjustments are not mitigating the concern(s) and/or other workplace accommodations are needed. Departmental reimbursement may be available for equipment purchased as part of this process.
Determine what equipment and communication tools are needed for off-site work and/or hotel-space on-site
Review the Equipment Guidelines for Remote Work and communicate expectations and plans regarding equipment and supplies needed to perform daily work duties.
Review Your Team’s Space Needs
Consider how your team’s space needs may have changed since March 2020. For example, teams returning to the office may want less individual space and more collaboration space. Many units are also moving toward a hybrid work culture, with staff engaging in a combination of telework and on-site work. In such cases, building a culture of working out of unassigned workspace can allow units to optimize their use of space as a resource in ways that reduce costs and make space available for critical on-site functions.
- Review the Guide to Shared Workspaces, which provides an overview of the types of workspaces needed by many modern work teams, as well as a quick overview of workspace sharing.
- Share the guide with your team for discussion to determine if your workspace needs have changed since March 2020.
- To see examples of these kinds of spaces being piloted at UCSF, Contact Darlene Yee (Darlene.Yee@ucsf.edu) and Cristina Morrison (Cristina.Morrison@ucsf.edu) in UCSF Real Estate.
Establish how you will evaluate your telework plans (Plan, Do, Check, Adjust)
Establish a “Plan, Do, Check and Adjust” (PDCA) cycle for yourself and your team.
- Consider how you will evaluate progress. Some options might include: Engagement survey results; manager/employee two-way feedback; space utilization, customer satisfaction surveys/data, service level and service partnership agreements.
- Set a schedule (e.g., quarterly) for checking and adjusting.
- Make adjustments as needed to ensure your telework or hybrid work environment is working well.
Review your control point/area telework plan with Human Resources
Human Resources will provide a consultation/review to discuss and help identify any potential risk areas.
For areas with plans to modify work for a full team or unit in which represented employees are involved, Labor and Employee Relations can assist with union notification and discussions that may be needed.
Communicate plans to teams and ensure expectations are understood by both manager and employee
Ensure all staff have shared understanding of the team plan going forward. Share the results of having used this guide with the staff in your department.