Flexible Work Arrangements

Operational Standard/Purpose

Illinois Central College offers a Flexible Work Program, which accommodates non-traditional schedules for employees where the quality, quantity, and timeliness of department services and productivity will not be adversely affected.

Illinois Central College is committed to workplace excellence, and the Flexible Workweek Program is intended to be a benefit to our employees. The Program is designed to assist employees with their overall work life balance, a critical component of the College’s Wellness Philosophy.

1. On an annual basis, the Cabinet will determine and announce as necessary:
   • The core work hours, which are the hours of operation departments must be available for services.
   • A communication plan that identifies who to communicate with, the format for communicating, and the timing of release and distribution of this information.
2. Department managers will determine and communicate to their staff if alternative work schedules are workable within the department, and ensure department services and productivity are not adversely impacted during the core work hours.
3. If authorized in the department, employees wanting to work an alternative schedule through the Flexible Work Program should submit a request to their immediate supervisor at least two weeks prior to the start date of the flexible workweek. Regardless of the alternative work schedules below, all offices must be covered and offering services during core business hours.

Scope/Applicability

All exempt and non-exempt full-time employees, except faculty members, are considered for alternative work scheduling on a case-by-case basis. 

Forms of Flexible Work Schedules

The College recognizes two forms of Flexible Work arrangements: a Flex Workday and a Flex Workweek. Both forms of flexible work schedules may be implemented either department-wide or on an individual basis. The implementation of Flex Work Schedules is at the discretion of the employee’s department and supervisor but must consider core business hours and applicable service standards.

1. Flex Workday -

The Flex Workday provisions are as follows:

• a. A variable, daily schedule with a pre-determined start and end time, that may differ from the regularly scheduled workday, but has a fixed number of hours which may vary by employee;
• or b. A split schedule whereby an employee works a full workday with a specific number of hours in two periods.

2. Flex Workweek -

The Flex Workweek provisions are as follows:

• a. A regular, repeating, weekly schedule that is shorter than five uniform and consecutive days in one workweek;
• b. A regular workweek that is executed over a shortened period of time with fewer but longer days in the new workweek.

Examples of Flex Workweek schedule options available to employees are:

• a. 10-hour day, 4-day workweek - Allows an employee to work ten hours per workday, reducing the workweek to four days a week.
• b. 9-hour day, ½ day one day - Allows an employee to work 9-hour workdays and four hours one business day.

4. Requests are for department scheduling purposes and must be approved by the employee’s immediate supervisor and Cabinet members prior to the start date of the Flex Workweek Program. Requests are to be maintained within the department.

5. Department managers will be responsible for ensuring the same level of service and productivity is provided while the employee is actively participating in the Flex Workweek Program. The following conditions must be met for the flex work schedule to continue: the employee must have a satisfactory attendance record, meet all performance expectations in their current role, and demonstrate the ability to complete tasks and assignments in a timely manner. Management can cancel the arrangement if the above conditions are not met.

Remote Work

Remote work is the use of telecommunications, computer, and other technologies to allow eligible employees to work at home, or to access work remotely. Working remotely promotes work as a means of achieving administrative efficiencies, supports situations that don’t correspond with traditional hours of operation, and sustains the hiring and retention of a highly-qualified workforce by enhancing work/life balance. When evaluating a remote work request, managers must consider the potential business impact of the proposal, performance of the employee, and the ability of the arrangement to retain and develop the employee. We strive to provide work arrangements that offer flexibility to our employees while supporting the College’s mission and commitment to our students. To balance and maintain the vibrancy on campus, the expectation is positions that are determined eligible for remote work will be required to work on campus, or at an official College work location, for a minimum of three days per week.

Scope/Applicability

1. Who may Work Remotely?

Not all positions are suitable for remote work arrangements. Suitability for remote work is based upon the operational and service delivery needs of the department, the individual employee, and the employee’s position. Typically positions at grade level 30 and above will maintain their primary work location on campus.

2. Types of Remote Work Arrangements.

Remote work shall only be scheduled as follows:

• a. Ad Hoc: A work arrangement where employees are permitted or directed by a supervisor to work at an off-campus site, if job duties and technology resources permit such an arrangement, during circumstances such as inclement weather, special projects, or business travel. These arrangements are temporary and require prior approval by the direct supervisor or designee and have no expectation of continuance.
• b. Hybrid: One to Two Remote Work Days: A Department Head, or designee, may approve a work arrangement where an employee is both regularly scheduled to work at an assigned work location for a minimum of three days during a work week, and regularly scheduled to work at an alternate work location for a maximum of two days during a work week. Employees must live within a commutable distance to the employee’s assigned official work location to participate in a hybrid work arrangement.
• c. Emergency: Certain situations may require remote work that is precipitated by a crisis or other emergency that significantly disrupts a facility (or facilities) or the physical operation of a department. When needed to achieve business continuity and to maintain critical functions, operations, and services, remote work arrangements may be established until normal operations can be restored at the regular work location.
• d. Fully Remote (Cabinet Officer and Executive Vice President of Administration and Finance Approval Required): Under certain, very limited and extraordinary circumstances, the appropriate Cabinet Officer and Executive Vice President of Administration and Finance may approve a fully remote work agreement for a period not to exceed one year, which may be renewable on a yearly basis. In this work arrangement, an employee performs job responsibilities at an alternate work location and a commutable distance to the employee’s assigned work location. An employee may be scheduled to work remotely on a regular basis but also required at times to attend meetings or work from an on-campus work site, as directed by a supervisor or as operationally necessary. Fully remote work arrangements are the exception and will only be granted under extraordinary circumstances where both the College and the employee share an interest in the arrangement.

In all cases, remote work arrangements are revocable and can be discontinued at any time based on the judgment of the department that it’s in the best interest of the College to do so. Departments should give 14 calendar days’ notice of discontinuance, unless extenuating circumstances make such notice impractical.

Remote work does not change an employee’s terms and conditions of employment, including required compliance with or the application of College policies. Additionally, an employee’s compensation and/or benefits do not change as a result of a remote work arrangement.

Remote work is not intended to provide employees time to work other jobs, or tend to other personal business, nor is it intended as a substitute for dependent care. If persons in need of primary care are regularly present in the alternate work location while the employee is working remotely, the employee must demonstrate that another individual is present to provide the care.

Remote work is not intended to circumvent any leave that an employee has requested and is entitled to pursuant to State and/or Federal law, College policy, or prevailing collective negotiations agreements.

In all instances, consideration and approval of remote work arrangements must reflect a focus on mission, service to our students, impact on the communities we operate within, and a shared responsibility to provide an engaging, vibrant, and connected College experience for our students.

Alternative Work Location

The alternate location from which an employee works remotely should be a predetermined site, such as a home office, and should have a fixed work area that will provide the employee with adequate access to the tools necessary for remote work, such as a telephone, computer, internet connection, etc.

The alternate work location must be within an environment that is free of disruptions and provides the appropriate level of privacy when discussing confidential or sensitive matters.

A supervisor or other appropriate College official may arrange to visit the alternate work location when appropriate, to evaluate it for appropriateness prior to approving the remote work agreement or when worksite-related concerns arise during the remote work arrangement.

Employees with approved remote work schedules should not hold business visits or in-person meetings with professional colleagues, customers, or the public at an alternate work site; exceptions to this provision must be approved in advance by the department.

A remote work arrangement does not convert the alternate work location into a College place of business.

Cost and Expenses 

The College will supply IT equipment, non-IT equipment, and office supplies, at its discretion, only for the employee’s primary work location, be it on-campus or remote. The College will not reimburse employees for out-of-pocket expenses for materials and supplies that are normally available at the employee’s assigned work location. Any additional equipment is the responsibility of the employee. There will be no reimbursement for printing, cell phone, internet, or home-office furniture set up. Except as provided above, all costs, whether relating to the initial set-up or the maintenance of an alternate work location, will be borne by the employee. The College does not assume responsibility for operating costs, home maintenance, or other costs incurred by employees in the use of their homes or other alternative work locations.

Accountability and Availability

In general, remote work should not change the regular days and hours that an employee is expected to be working. All employees working remotely are required to submit a remote work application detailing workdays, hours, and location, and receive approval in the system prior to commencing their remote work schedules. Such arrangements must be revisited and approved on a yearly basis. If it is found that an employee is not performing work during the remote work hours, or is not at their designated remote work location during remote work hours, the College Flexible Work Agreement can be revoked, and the employee may be subject to disciplinary action as appropriate.

An employee with an approved remote work arrangement shall be available for communication and contact during the scheduled workday, regardless of work location. All policies are subject to amendment.

An employee with an approved remote work arrangement shall report to the regularly assigned work location on non-remote workdays. In addition, supervisors may require that on a regular, remote workday an employee must report to the regularly assigned work location or elsewhere as needed for work-related meetings or other events. In that event, the supervisor should give the employee as much notice as practical.

Assessment

Certain adaptations may be necessary in how supervisors communicate expectations and assignments, and provide ongoing assessment and feedback, due to a remote employee not always being physically present in the regular work location. The supervisor and the remote employee should agree upon a workable means for delivering such information, such as regular meetings or status emails. Likewise, supervisors should also review and/or revise the criteria that will be utilized for annual performance appraisals, where applicable. Such criteria should be clearly defined and measurable in terms of quantity, quality, or time to complete.

Process

A department can offer flexible work arrangements based upon the nature of the work performed. An employee may also initiate a request for a flexible work arrangement with their supervisor. In either case, the department should approve only if it is determined that the employee and the employee’s position are suitable for a flexible work arrangement.

A College Flexible Work Agreement may be discontinued by either the employee or the department upon notice. Departments should give 14 calendar days’ notice of discontinuance, unless extenuating circumstances make such notice impracticable. Page 6 of 7 The employee should give as much notice as is reasonably necessary to facilitate resumed reporting to the work location.

Risk Management

Workers’ compensation covers job-related injuries that occur in the course and scope of employment. For further information, contact the Office of Risk Management and Insurance.

Security and Technology 

Remote employees must adhere to the established standards and protocol relating to information protection, security, and technology. Failure to adhere to the standards and protocol may result in revocation of the College Remote Work Agreement and appropriate disciplinary action. 

Interpretation of Policy

Please contact the Human Resources Office for interpretations or assistance with this policy.

Exceptions

Exceptions to any provisions within this policy may be granted by the Executive Vice President of Administration and Finance or designee.

The policy allows eligible employees to work outside the office for one or more days a week on a routine basis. This policy does not apply to temporary or occasional work arrangements such as dependent care, inclement weather, recovery from illness/injury, or caring for an ill family member.

Employees meeting the following eligibility criteria may be considered for participation in the Remote Working Program:

1. Work must be of a nature where face-to-face interaction is flexible and may be scheduled;
2. All or a portion of the workload can be performed away from the office without diminishing the quality of services, can be easily monitored, and must include tasks and deliverables to ensure efficiency;
3. Office coverage is available by other means;
4. Remote work must not create problems, inefficiencies, or additional work for other employees;
5. Remote work can be performed without unnecessary risk to the security of data, networks, or confidentiality.

Employee must remain in compliance with all applicable ICC policies, including, but not limited to: IT, security, and privacy/confidentiality policies.

Procedure(s)

1. Manager/Supervisor completes the Remote Working Request and Remote Working Agreement Form and submits to applicable Cabinet Member.
2. Cabinet Member reviews application form and, if approved, returns to the Manager/Supervisor. If denied, Cabinet Member returns form to Manager/Supervisor with explanation of denial.
3. Upon approval of application, Manager/Supervisor must meet with the IT Department to review technology needs.

Additional Provisions/Information

Any requests for exceptions to this Standard Operational Procedure should be made in writing to the Human Resources department for review and approval. Only the Executive Director of Human Resources, in consultation with the Executive Vice President of Administration and Finance and the affected department manager, may grant such an exception.

Appendix I: Flexible Work Arrangement Decision Tree, page 8.