Dear Colleagues, 

In recognition of the summer season’s unique operational cadence and our commitment to supporting both workplace flexibility and institutional effectiveness, we are pleased to extend an opportunity for increased flexibility in work schedules this summer. This flexibility may be granted to staff currently in our standard hybrid modality (Hybrid 1: 3–4 days per week) and is subject to university and unit operational needs during the Summer 2025 session (from May 12 through August 8). WCL will follow their own summer schedule which has different beginning and end dates. 

Eligible hybrid work schedules over the summer session must maintain at least two days per week on campus and are contingent on supervisor and Department Head approval. Department Heads should work with their units to determine if, based on responsibilities during the summer sessions, it is possible to adjust summer schedules for all or part of the summer session to allow for more remote work for individual positions. Adjustments to summer schedules should be consistent across similar positions, but may not necessarily apply to all staff positions, depending on needs. Maintaining sufficient physical presence is critical during this time, when 헤라카지노 주소 offers on-campus summer courses and hosts many prospective students and families. Some staff roles may need to operate on their regular schedules during some or all of the summer session.   

Before finalizing individual employee arrangements, supervisors should assess their overall team’s schedule to ensure there is adequate coverage for their office’s responsibilities at all applicable times.  Employees are not required to submit an updated hybrid work agreement for the summer period. However, supervisors must ensure that employees are notified at least two weeks in advance of any modality or schedule change, and Department Heads must approve any changes to modalities and schedules requested by employees, per the Schedule and Work Modality policy.  Staff members with increased summer hour flexibility will automatically resume their standard hybrid schedule at the close of the summer session or on an earlier date as may be directed by their Department Head. 

Planning guidelines: 

• There may be key days during the summer when staff will need to be in person even if it is not typically one of their in-person days. Supervisors must provide advance notice to staff about days that will require in-person work to plan accordingly.
• Department heads may choose to adjust schedules for only a portion of the summer, to better align with student-facing activities. 
• Departments are required to maintain the standard operating hours for their unit (generally, 9 a.m.–5 p.m., Monday–Friday) and must ensure that summer scheduling does not impact on the office’s ability to open or close and perform critical functions, including in-person services where applicable.   
• Offices will need to make sure they have procedures in place to process mail, answer phones, address incoming emails or voicemails, and accommodate walk-ins on a daily basis.   
• Consider summer vacation schedules while planning. It may be beneficial to obtain staff vacation schedules in advance to effectively plan coverage. 
• Options for summer are limited to temporary changes in modality schedules. It does not include reduced work hours, or abbreviation of the work week unless those arrangements are part of an already approved flexible work arrangement.   
• Share staff schedules with all unit members to help with coordination and communication. 
• Decisions about additional flexibility for the summer are ultimately up to the Vice President, Dean, Vice Provost, Assistant Vice President or equivalent who has oversight for a school or department based on the unit’s operational needs.  
• Department heads should work with their peers and direct reports to ensure consistency in decision-making across similar functions and within their units.   Nuances related to the size of teams, vacancies, and seasonality of job duties may require different approaches for different teams, even as we strive to enforce consistency.

Regards, 

Bronté Burleigh-Jones
CFO, Vice President, and Treasurer

Marshall Taylor
Associate Vice President & Chief Human Resources Officer