Rationale/Purpose: 

To clarify the Center’s policies and procedures for implementing UW-Madison’s and the College of Letters and Science’s remote work policies.

The Center for Healthy Minds supports the University’s perspective that while remote work may be an option for performing work in some circumstances, an on-campus presence for employees may be critical to maintain the highest possible quality of job function or campus service. Furthermore, on-campus interactions build connections between employees, facilitate quick exchange of information, and help integrate new staff into office culture and operations. A pillar of UW–Madison’s strategic framework is to create a vibrant campus community that advances the university’s missions of scholarship, teaching, and service. Remote work arrangements should not be implemented if they result in diminishing the connections and experiences necessary to achieve this goal, which allows UW–Madison to flourish as a residential campus community.

CHM also wants employees to be able to do their best work and recognizes that “one size does not fit all” with regard to work location. This means requests to work remotely will be considered on an individual basis. The Center will endorse reasonable requests for remote work which support productivity and do not unfairly impact others.  We also continue to support individuals who remain at high risk for severe illness from communicable disease and those with household members at high risk. 

Exceptions to CHM’s on-site expectations require approval from the Center Director or Associate Director.

Expectations:

CHM expects employees to work on-site at least two days per week (or 40% time for full-time employees, pro-rated for part-time employees.)

In addition and consistent with the Center’s core value to promote a prosocial workplace, we ask each of you to intentionally build connection with colleagues. Consider building a sense of community beyond your immediate work group. We expect all employees to prioritize being in-person on Wednesdays, with an additional day of your choosing. Plan to talk to each other.  Embrace the “drive-by” questions.  Remember you will have other time during the week for focused work.

Additional evaluation considerations include:

• Ability to fulfill the mission of the Center to promote well-being and reduce suffering through a scientific understanding of the mind;  
• The job functions of employees in the Center and how job tasks might be completed;
• Job responsibilities (e.g., responsibilities that require physical presence for effective performance are not suitable for 100% remote work, such as in-person human subjects data collection and working with samples or equipment);
• The effective functioning of the overall unit (e.g. the Center aims to create a vibrant, welcoming environment. Trainees or new staff may need in-person assistance; flow of information may be shared more quickly among those physically present);
• Employee performance (i.e. underperforming employees may be required to work on-site);
• Equipment needs, workspace design considerations, office space, and scheduling issues;
• Adverse impact between employees with similar job responsibilities in the work unit (prevent inequities);

Remote Work Agreements can be updated or canceled as warranted due to changes in factors such as evolving work responsibilities, availability of equipment, and business needs. Some updates may require the approval of a new RWA.

Please note that within the College of Letters and Science, please note that departments may not incur any costs as the result of an approved telecommuting agreement, unless remote work is a condition of employment, and therefore noted in the recruitment/PVL. This is true regardless of the funding source (e.g. state, federal, gift, foundation) and includes the costs for computer equipment, software, supplies, internet connection, etc.

Procedures:

• CHM will utilize the electronic workflow required by UW-Madison where requests are initiated by the employee in MyUW, approved by 1. supervisor, 2. CHM (Lisa Wesley or Brittany Thomson), 3. Division (L&S) 
• Instructions for employees on how to create a remote work agreement
• Expectations following approval of remote work agreements:
  • Regular checkpoints between employees and supervisors
  • Regular performance evaluation meetings will occur (e.g., mid-point conversation, summary evaluation)
  • Review and update remote work agreements at least annually
  • Remote Work Agreements must designate the employee’s onsite and remote work locations effective throughout the remote work period. Any changes in remote work location during the agreement period requires the approval of a new RWA.

References:

• UW Remote Work Policy
• L&S Remote Work Policy
• Guidance and Resources for Employees
• Guidance and Resources for Supervisors
• Performance Management Toolkit

Date Created: 07/30/21

Revisions: 10/19/21; 1/26/24