Understanding flexible work
The University of Waterloo is committed to a vibrant, in-person campus experience. We believe that collaboration, connection, and community are central to how we teach, research, support one another, and serve our students.
At the same time, we know that life is complex, and that thoughtfully applied flexibility can support both employee well-being and high performance. Whether it’s managing a short-term personal commitment or finding a quieter space for focused work, flexibility can help people do their best work when used appropriately and with care.
This guide outlines how employees and managers can approach short-term, informal flexibility in schedule or location. These arrangements are distinct from formal hybrid work arrangements, which are longer-term and subject to a separate request and approval process.
What we mean by “flexibility”
Flexible work arrangements are occasional, short-term adjustments to when or where work is performed. They are typically informal and do not require formal documentation or HR approval. Flexibility might include:
- Starting or finishing work earlier or later to attend a personal appointment
- Working remotely for part or all of a day (or multiple days) to focus on a specific project
- Adjusting work hours and/or location to manage a temporary caregiving need or respond to an unexpected event
Managers are encouraged to support flexibility when it makes sense for the work and team. Employees are encouraged to request flexibility when needed and to remain accountable for their responsibilities and performance.
These arrangements are based on mutual trust, open communication, and operational needs and are subject to equitable decision-making by managers and supervisors.
When flexibility may be appropriate
The following examples illustrate common scenarios where informal flexibility may be helpful. They are not exhaustive; employees and managers are encouraged to use judgment and collaborate to find workable solutions when short-term needs arise. Not all roles do work that can support flexibility.
| Example | Scenarios |
|---|---|
|
Personal appointments |
Employees occasionally have medical, dental, or other personal appointments, or may need to be at home for a contractor or delivery. In these cases, short-term schedule changes or temporary remote work may allow them to meet personal commitments without disrupting work. Complete guidance on time off for medical appointments as available online. Often, employees choose to make up the time by working earlier or later in the day. While not required, these informal adjustments reflect a spirit of mutual accountability and are encouraged when they help maintain productivity and service. |
|
Focused project work or periods requiring high concentration |
From time to time, employees may need dedicated time to complete a complex task, meet a critical deadline, or make progress on a project that benefits from uninterrupted focus. Temporary remote work may help reduce distraction and support this work. These arrangements are intended for occasional use and do not justify ongoing remote work. Managers and employees should consider the short-term nature of the task, its alignment with team needs, and whether in-person collaboration is required. |
|
Unforeseen circumstances |
Unexpected events happen, such as a car breakdown, school closure, family emergency, or severe weather. In these situations, short-term flexibility in work location or schedule can help minimize disruption and maintain continuity of work. When the University remains open during severe weather, employees who believe it is unsafe to travel to campus should discuss alternate arrangements with their manager as early as possible. |
|
Short-term caregiving responsibilities |
Employees may sometimes need to take a family member to an appointment or be present at home during a period of illness or transition. Remote work or temporary schedule adjustments can help meet these needs while maintaining connection to work responsibilities. These arrangements are not a substitute for dependent care. Employees must ensure that they are able to meet their work obligations during flexible or remote hours. |
Making it work
Flexibility works best when it is built on communication, collaboration, and a shared understanding of expectations.
- Employees should proactively speak with their manager about flexibility needs and remain accountable for performance and team coordination.
- Managers are empowered to approve informal flexibility where it supports operational needs and individual responsibilities.
Flexibility is not one-size-fits-all. Not every role, task, or situation will lend itself to remote work or changed hours. Managers and employees should work together to find solutions that are fair, practical, and support the work.
Flexibility is not hybrid work
Flexible work is short-term and informal. Hybrid work is formal and longer-term, allowing up to two remote days per week through an approved agreement. Employees seeking regular hybrid work must follow the University’s hybrid work request process.
More information on hybrid arrangements, including eligibility criteria, request forms, and manager expectations can be found in the Flexible and Hybrid Work Guideline and related support documents listed below.
If you’re unsure about how to approach a flexibility request, either as an employee or a manager, start by having a conversation. Most needs can be addressed informally through respectful, practical dialogue.
Support and resources
Have questions?
Start by speaking with your manager and reviewing the frequently asked questions. For further support, contact your HR Partner.
List of available support resources
You can find everything you need using the following links: