Workplace Flexibility at UNH

UNH strives to be an Employer of Choice and aims for high employee satisfaction. 

Recognizing that all UNH campuses have positions that must provide  in-person learning and supports for our students, workplace flexibility may be possible for certain other employee positions at UNH, with approval from the supervisor.  This  allows the University and our employees to

  • Effectively allocate their  time in pursuing our mission of teaching, research and service.
  • Recruit and retain talented employees by following best practices for flexible work locations.
  • Utilize our physical assets more fully.
  • Using information technology to effectively perform some work at home or in remote sites.
  • Supporting a strong performance-based culture, focused on employee results. Balance personal and professional demands which may change during a UNH career.

There are 2 types of Workplace Flexibility

INFORMAL workplace flexibility:

Informal flexibility is occasional in nature without significant impact on supervisors/managers, co-workers, or clients. While such arrangements require approval by supervisors/managers, they do not require written requests.
EXAMPLE: Altering the start and end times of a workday to attend a medical appointment.

FORMAL flexible work arrangements:

The formal flexible work arrangement proposal process is designed for those employees and supervisors/managers who are interested in a change in schedule and/or work location. Employees with existing flexible work arrangements that were not previously documented should connect with their HR Partner. 

EXAMPLES: Remote work on a scheduled day each week; or shifting to a four-day, 10-hour work schedule. For more information visit the USNH Flexible Work Arrangement.

Flexible work arrangements may be voluntarily requested by an employee, or established as a requirement of a position. 

ELIGIBILITY - for flexible work arrangements

The primary criterion for determining approval is whether a formal flexible workplace arrangement meets the business needs of the University.  An employee should be in good standing when making a proposal.

  • Not all job circumstances lend themselves to flexible workplace arrangements and the final decision in each case is that of the immediate supervisor and unit/area final approver (see signature page on proposal form).

Please note: if instead a health-related work accommodation is needed, please consult the UNH Civil Rights and Equity Office

Developing a Formal Workplace Flex Proposal

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YOUR JOB

  • How will the arrangement affect your ability to achieve your goals?
  • Will you be able to adequately protect any confidential information that you handle?

YOUR CLIENTS

  • How will business needs be met (or exceeded)?
  • How will clients be impacted by your restructured schedule?
  • How will you ensure that customer service needs are met?

YOUR CO-WORKERS, SUPERVISOR/MANAGER, AND SUPERVISEES

  • What will the impact be on your co-workers?
  • What will the impact be on those you supervise? How will you oversee the work of your direct reports?
  • How will your alternative work arrangement affect work volume, peak periods, projects in progress, and/or overtime?

TOOLS AND RESOURCES FOR YOUR JOB

  • What are the tools, resources, and best working environments required for success in your job?
  • What equipment/technology will your flexible work arrangement require?  

YOUR PERFORMANCE

  • How will your work/performance be reviewed and evaluated?
  • How will your success be measured?

YOURSELF

  • Are you self-directed and comfortable working without close supervision?
  • Do you manage your time well?
  • Are you comfortable working alone for long periods of time?
  • How will you manage employees who report to you?

YOUR PAY, BENEFITS AND UNH STATUS

  • If reducing your hours: Consider the impact that a flexible work arrangement may have on your UNH status and your salary, job grade, time off benefits, and retirement, etc. Note:  After reducing hours and FTE, , it may not be possible to increase those hours later.

INFORMATION SECURITY

  • Are you familiar with university policies and are you able to comply with them?
  • Are you familiar with information security good practices and are you able to follow them? 

  1. The employee should provide a proposal form.
  2. The arrangement should support the office or department’s goals, including productivity, cost effectiveness, and service to internal and external clients. The arrangement should be achieved without:
    1. Curtailing normal UNH office  hours.
    2. Incurring overtime costs.
    3. Affecting the unit’s effectiveness in carrying out its research, teaching, service, or administrative function.
    4. Placing undue burden on others in the unit
    5. Impacting safety, security, or supervision.
  3. The individual’s work style and job performance should support the requirements of the arrangement.
  4. The job tasks should be adaptable to the flexible arrangement.
  5. Communication and accountability should be established to assist successful implementation of the new flexibility arrangement.
  6. Alternative work policies and flexible arrangements should be clearly communicated to all employees in the office or department.
  7. The flexible arrangement should be evaluated by the employee and the supervisor/manager after a trial period of three months. The proposal should then be reviewed annually.
  8. Approval is subject to change at any time.
  9. All arrangements require compliance with all USNH employment policies.
  10. University information and information technology must be accessed and handled in a secure manner consistent with policies and good practices developed by UNH IT Security Services.

 

Flexible Arrangements Proposal Form

An employee interested in a flexible workplace arrangement should review the USNH Flexible Work Alternatives and Teleworking Policies.

Provide your proposal to your immediate supervisor for review and consideration.  For this process, the immediate supervisor is the person responsible for completing the employee’s annual performance review.