Modifying or Ending Flex-Work @ PSU Agreements
Modifications
Modifying a Flex-Work agreement should be documented in writing on either the existing form or captured on a new Remote Work Agreement form. Both the employee and supervisor should initial the modified agreement. The employee should be informed as soon as possible, and preferably at least one week prior to any modifications to a remote work arrangement.
Ending Flex-Work Agreements Early
There could be varying reasons to end a Flex-Work agreement before the original specified end date. The process can be initiated by either the employee or the supervisor.
A supervisor may end or change an agreement for various reasons, including changes in business need, staffing, leadership, performance, etc. If a change or termination of the agreement is involuntary, the supervisor must provide written notice to the employee as soon as possible and in accordance with any applicable Collective Bargaining Agreements.
Consider the following as you make arrangements:
Does the employee have an on-campus workspace already? If not, where will they be located within the office?
Are there additional equipment or supplies needed for the employee to be successful in the office? Consult the Leaves team (leaves@pdx.edu) if it is necessary to engage in the ADA accommodation process for the employee.
How will the change or end of the Flex-Work agreement impact team dynamics?
Process for modifying or ending a Flex-Work agreement
To modify or end a Flex-Work Agreement, the following steps are recommended:
Document the end date or date the new agreement is effective. Make sure the employee understands. Document any new or modified expectations.
If an ADA accommodation is necessary, ensure that arrangements have been made or a timeline has been established for fulfillment.
Ensure a workspace and any required equipment/supplies have been acquired.
Navigating Difficult Conversations
Flex-Work arrangements will directly impact our ability to be responsive to the changing needs of our students, employees and community members. Conversations about the nature of those changing needs can bring conflicting priorities to the surface and emotions can run high, making conversations more difficult.
Listening actively, remaining open and curious, processing and taking time for self-reflection, asking more questions, and restating for common understanding are all key to ensuring difficult conversations allow you to help your employees think about how to structure their work and remain accountable.
Remaining flexible in how and when you are available for communication with your team will facilitate conversations around issues before they become problems. Ask yourself what knowledge, skills and abilities you bring to this process. Are you good at active listening or communicating through change? You can use the tips below to help you determine how to approach a difficult conversation.
- Deliver the Core Message
Gather the facts. Ask yourself, “What is my primary message? What do I hope this person takes away from the discussion?”
Prepare for the conversation; write out your primary message and talking points or reasons for your decisions.
Go straight to the point. Deliver your primary message briefly and succinctly, stating the facts of the situation
Choose a time to talk when you are not rushed or under pressure so you can keep your emotions in check.
Hold the conversation in a location where confidentiality can be maintained, such as a conference room or private office.
Putting it into action
“I have reviewed positions on our team regarding Flex-Work. I will not be able to support your position for Flex-Work based upon ______.”
“I have assessed the positions on our team for Flex-Work and I will be able to approve _____ for your position, however I won’t be approving your request for _____.”
2. Listen to Understand
Once you’ve clearly stated your primary message, invite the employee to share and respond to what you have said.
Remain open and stay focused on listening. Do not interrupt or contradict them as they state their perspective.
Allow time for them to ask questions, share feelings, or express frustration.
Be curious, use open-ended questions to understand their perspective on the issue. Asking “How do you see it?” or “What leads you to say that?” can provide insight into differences interpreting the situation.
Before moving on, clarify what they have said and, if needed, ask clarifying questions to reach shared understanding.
Putting it into action
“I want to make sure I understand you. You said, ‘______.’”
“Could you explain this further?” Or, “Can you elaborate on X?”
“What about ______ makes you say that?”
3. Provide Context
Be open to new information or solutions that could alter a decision, without allowing yourself to feel pressured to change a decision on the spot.
Be prepared to answer “why” questions by completing an objective assessment of the situation without straying from the primary message or issue.
Support your decision by referring back to business needs and how the Flex-Work request does not align with those needs.
Own your decision. Be clear in advance — first with yourself, then with your employee — how this decision is being made. Being based on business need, the decision should not be up for a vote or negotiation.
Putting it into action
“I reviewed our department’s strategic objectives and area goals.”
“Based on ________ [example, business needs, etc.] the decision is that you will not be eligible for Flex-Work.”
4. Acknowledge and Validate
Acknowledge their point of view. This is different from agreement. You can say “It sounds like this is important to you” without agreeing with their statement or position.
Acknowledge that there may be differences in how you each see things.
Acknowledge the employee’s feelings using empathy.
Putting it into action
“I can understand that this is ________ [disappointing, upsetting, frustrating] for you”
“From what you’ve said, I understand that you are ________ [disappointed, upset, frustrated, etc.]”
5. Take Next Steps
End the conversation by focusing on the future and how to move on from the decision or information.
Reaffirm the core message if needed.
Putting it into action
“I value your contributions to our team and your understanding of the decision to deny/end your Flex-Work agreement.”
“This transition will be effective ________.”
“Please let me know how I can make this a smooth transition.”
