Hybrid and Flexible Work frequently asked questions

The University prioritizes a vibrant, collaborative campus experience as essential to our mission of teaching, research, and service. While we recognize the value of flexibility in modern work, our expectation is that staff normally work from campus five days per week. Hybrid work arrangements may be approved on a case-by-case basis where they support operational effectiveness and institutional goals. 

Three main drivers guide the approach: First, mission and operational priorities: the Guideline states that Waterloo will “consider proposals for remote work of up to two days per week,” with employees normally working on campus five days per week. This reflects the institution’s emphasis on student experience, collaboration, and operational effectiveness. Second, a consistent upper limit across the institution: setting a clear cap ensures uniformity across units, avoiding the disparities seen over the past five years when some teams worked almost entirely remotely while others were fully on-site. Finally, more than two days requires senior leadership review: any arrangement exceeding two days per week requires PVP approval to ensure that exceptions remain exceptional, maintaining equity and oversight.

"How will the University support a 'vibrant' experience beyond bringing staff back to campus?"

Waterloo is committed to returning to that vibrant campus experience that connects employees, fosters growth, and celebrates community. More in-person, campus-based engagements are in place, including new employee orientations that connect staff to University resources, as well as in-person professional development opportunities for skill-building and career growth, such as the Waterloo Staff Conference. Keeping Well at Work events are supporting personal growth and integrating wellness into campus culture.  In addition, arts and cultural experiences at Waterloo are bringing back campus traditions, such as free noon-hour concerts, the annual Waterloo Student Union Association’s orientation production, and exhibits at the University of Waterloo Arts Gallery.  Our many daily events, social activities, and volunteer opportunities provide avenues for employees to connect with other members of Waterloo’s diverse community outside of work or their roles. When we connect as a community, we all help to make Waterloo a dynamic, engaging place to work and thrive.

• Flexible work refers to short-term, informal changes to schedule or location to support temporary personal or operational needs when feasible. These are arranged between employees and managers without formal documentation. 

• Hybrid work refers to a formal, renewable arrangement that allows for regular remote work, up to two days per week. These arrangements must be approved and documented through the appropriate process. 

"Who is eligible for a hybrid work arrangement?" 

Staff in positions determined by Policy 54 are eligible to apply for hybrid work arrangements. Each request must be evaluated on the basis of job suitability, performance, and departmental needs. 

"Do these guidelines apply to faculty members or co-op students?" 

The formal hybrid work arrangement process applies to staff positions. However, the University expects all employees to actively contribute to an in-person campus environment. Units may choose to set other expectations for faculty or co-op students, but these are outside the scope of this guideline. 

"Can I work remotely from another province or country?" 

No. Employees must normally work remotely from within Ontario, and within commuting distance of their primary campus. 

"What if I have a disability or need accommodation?" 

Accommodations are distinct from hybrid work arrangements and may involve different criteria and supports. 

Requests for accommodation related to a disability should be made through Employee Health and Accommodations, the University’s designated office for the management of accommodation requests related to disabilities. 

Requests for accommodation related to other grounds protected by the Ontario Human Rights Code should be discussed with a supervisor and Human Resources Partner.

"How do I request a hybrid work arrangement?"

Starting October 1, 2025, employees may submit a request using the hybrid work arrangement process outlined in Workday. Managers will evaluate the request using established criteria and complete the required documentation before submitting. Applications are then reviewed by your Executive Council member for approval.  Review the guide on submitting your request. 

If approved in 2025, the arrangement will take effect on or after January 1, 2026. 
 

"I already have a hybrid work arrangement in place. Do I need to reapply under the new guidelines?" 

Yes. All existing hybrid work arrangements will expire on December 31, 2025, regardless of whether they were arranged individually or as part of a group-level approach. 

If you wish to continue working in a hybrid arrangement in 2026, you must reapply using the new process and updated guidelines, which includes a formal request through Workday, manager review using the institutional rubric, and proper documentation. This ensures consistency, equity, and alignment with the University’s clarified expectations. 

Requests may be submitted starting October 1, 2025.

"Can I request to work more than two days per week remotely?"

No, unless there is explicit approval by the President and Vice-Presidents (PVP). Hybrid work arrangements of more than two days per week are exceptional and require documented justification. 
 

"When can I submit my hybrid work request?" 

You can submit your request starting October 1, 2025. Managers will assess these using the approved criteria so that approved arrangements can take effect on January 1, 2026. After October 1, 2025, individual requests for hybrid work arrangements can be made at any time during the year. 
 

"What happens after I submit my request?"

Your manager will review the request using a structured rubric. If supported, the manager will complete documentation in Workday. Your department head and Executive Council member must also approve the arrangement. Once approved, the arrangement will be available in Workday and a notification will be sent to the employee for confirmation. 

"What if my manager needs further information?"

Managers may ask for clarification or adjustments before deciding. You are encouraged to be open and responsive to these requests to help the process move forward smoothly. 

"Can my manager deny my request?"

Yes. Hybrid work is not guaranteed. Managers must assess requests based on performance, job suitability, operational impact, and team dynamics. If a request is denied, managers will provide the rationale. 

"Can I appeal a decision once it has been made?" 

Managers are expected to discuss their decisions with their department head and/or Executive Council members. If a request is denied, employees will be told why their role is not suitable or did not meet criteria. Employees who have concerns may speak to their HR Partner for further guidance. 

"If I am on secondment, how do I request an arrangement in my home role?"

Please reach out to your “home” supervisor to discuss your request. While you will not be able to initiate a request in Workday for your home role, if you intend to apply for hybrid arrangements when you return, you should discuss the matter with your manager. They may consider temporary flexibility on your return until you can complete documentation for your home role. 

"How will leadership evaluate and mitigate disproportionate impacts on equity-deserving groups? Would it not be better to adopt a Universal Design approach to embed accessibility and flexibility to reduce the reliance on individual accommodations and avoid placing an undue burden on individual disabled staff to continually self-advocate?"

University leaders recognize the importance of equity and accessibility in all our practices and policies at Waterloo. During and after the pandemic, hybrid arrangements evolved inconsistently across units, which President Goel noted “didn’t meet our aspirations of increasing the intensity of in-person experiences” and resulted in “inequitable experiences across campus.” The current approach—formalizing a long-standing policy of up to two remote days per week—creates a consistent framework that helps ensure equity across roles and units. Managers are encouraged to apply the guidelines with sensitivity, consult available resources, and escalate cases where additional support or exceptions may be warranted. While this policy sets a clear baseline, leadership is committed to evaluating any disproportionate impacts on equity-deserving groups.

"What are the expectations for employees working remotely?"

Employees with hybrid work arrangements must:

• Be available to attend on-campus meetings or events on short notice.
• Maintain productivity and meet performance expectations.
• Protect confidential information and follow cybersecurity guidelines.
• Work from a suitable location in Ontario, within commuting distance of their primary campus.
• Ensure dependent care needs are met during work hours.

"Will the University provide equipment or resources for my home workspace if I have a hybrid work arrangement?"

No. Employees approved for a hybrid work arrangement are expected to maintain a functional and secure home workspace at their own expense. The University provides one set of standard computer equipment (typically a laptop, mouse, and keyboard) for an employee to perform their role, based on departmental requirements.

This equipment is intended for use regardless of location. The University does not provide duplicate or additional IT equipment for home use, such as extra monitors, docking stations, or printers, beyond what is already issued for regular work.

Additionally:

• Home office furniture (e.g., desks, chairs, lamps) is not provided or reimbursed by the University.
• Internet access at an employee’s remote work location is the employee’s responsibility. The University will not pay for or reimburse home internet costs.
• Staff with a hybrid work arrangement under this framework do not meet the Canada Revenue Agency criteria to be issued a T2200 tax form.

Employees are expected to ensure their home setup meets the needs of their work and adheres to University standards for security and performance.

Exceptions may be considered for accessibility needs or as part of a Workplace Accommodation Plan.

"Can I choose which days I work remotely?"

Remote work schedules are subject to operational needs and manager approval. Flexibility in choosing specific days may vary by department.

"Why do some colleagues have different arrangements than I do?"

While decisions must be fair and transparent, hybrid arrangements are based on job and team requirements, performance, and operational needs. Equity does not always mean identical arrangements — it means that similar roles are assessed by the same standards.

"Can an entire department have the same hybrid schedule?"

Executive Council members may propose group-level arrangements in exceptional circumstances, which must be recommended by their Vice-President and submitted for approval.

"If my group has a blanket hybrid work arrangement, can I choose to work on campus five days a week instead?"

This is a conversation that you should have with your supervisor. Even if your department or unit has an approved blanket hybrid work arrangement (e.g., all employees in certain roles within a unit are scheduled for two remote days per week), you may choose to work on campus five days per week unless your terms and conditions of employment specify something different.

The University of Waterloo’s default expectation is that staff work from campus, and no employee will be required to work remotely if they prefer to work in person full-time. You should inform your manager of your preference so that team planning and space usage can be appropriately managed.

"Will transparency include sharing approved agreements across units, so staff can understand what flexibility looks like in practice?"

The rubric for approving hybrid work and guidelines that are provided help to ensure all units make equitable decisions using a consistent framework. The guidance for managers requires that group-level hybrid plans must be easily available to all employees in the department or unit; however, we don’t intend to share plans publicly. Group-level arrangements are not automatically set for a whole unit or department and can apply to an undefined number of individuals; therefore, it is not feasible to publish or share all group-level arrangements. It’s important to keep in mind that all approved hybrid work plans are approved in accordance with the policy based on the work of that group.

"How long does a hybrid work arrangement last?"

Hybrid work arrangements are approved for up to 12 months and must be reviewed annually. Regular check-ins between managers and employees are also encouraged. 

"Can my hybrid work arrangement be changed or revoked?" 

Yes. Arrangements may be adjusted or discontinued due to operational needs, performance concerns, or other factors. Reasonable notice (of at least eight weeks) will be provided. 

"Where can I find the forms and templates I need?" 

You can find all required templates and guidance documents on the Human Resources website. These include: 

• Individual Request Template – for Manager use only (available on Workday) 

• Departmental Plan Template – for Manager use only (available from your HR Partner) 

• Submitting Hybrid Work Arrangement Requests in Workday (guides for employees, managers, and EC members)
   

"What resources or training is available for managers in applying hybrid work guidelines fairly and consistently across diverse roles and teams?"

HR's Organizational and Human Development team has created workshops on Navigating Our Flexible Work Environment, including Leading with Flexibility for managers and Succeeding with Flexibility for employees. Look for these workshops on the HR Events pages. 

"What improvements are being considered to enhance the on-campus work experience for staff, particularly in terms of workspace design, technology access, and scheduling systems?"

Improvements to the on-campus work experience are being guided at the team level by Executive Council (EC) members. This localized approach ensures that enhancements are tailored to the specific needs and priorities of each unit, fostering more meaningful and effective changes.

"How will the effectiveness of new hybrid work policies be monitored— what indicators will be used to evaluate outcomes such as staff engagement, well-being, retention, and productivity?"

The effectiveness of new hybrid work and flexible guidelines and practices will be monitored through ongoing feedback and engagement discussions with employees. Managers are expected to have regular check-ins with employees to evaluate the hybrid work arrangement, confirming the arrangement still works for both the employee and the department, and to address any concerns or issues that may arise. 

"Who can I talk to for help?"

Start with your manager. For further support, contact your HR Partner or Human Resources directly. 

"Can I approve a hybrid work request without using the templates?"

No. All individual and departmental requests must be documented using the official templates and submitted to HR. This ensures consistency, fairness, and institutional compliance.

"What if an employee disagrees with my decision on hybrid work arrangements?"

Managers should provide a clear rationale for their decision. Employees who have concerns may speak to their HR Partner for further guidance.

"Can I initiate a hybrid arrangement for an employee without a request?"

While employees typically initiate requests, managers may suggest hybrid arrangements when appropriate. These still require the same documentation and review process.
 

"How will consistency be maintained across departments?"

Each request is assessed using the same rubric and documented through HR. Department heads and Executive Committee members are responsible for ensuring fairness within and across units. HR will provide oversight and monitor for alignment.

"Will hybrid work arrangements be audited or monitored?"

Yes. Arrangements must be reviewed at least annually. Units must also conduct regular assessments of performance, service impact, and team effectiveness.
 

"Can you elaborate on what ‘flexibility’ means in practice for managers and staff? What direction has been given to ensure managers can exercise good judgment in an equitable and consistent way?"

Managers were invited to participate in sessions on Leading with Flexibility, which focused on the development of mindsets for success. These mindsets included the ability to trust a team to manage their time and fulfill commitments, as well as the ability to raise concerns when assistance is required. Additionally, managers were advised to consider the impact of flexible work decisions on various roles, lived experiences, and access to opportunities. Managers were also encouraged to establish clear expectations regarding outcomes, availability, communication norms, and success measures, without dictating the manner, timing, or location of the work. Finally, managers were advised to acknowledge that flexible work is a dynamic and evolving process.

There isn't a single answer that works for everyone because everyone and every group is different. Managers and employees were asked to work together to find answers that are fair, useful, and still enables the outcomes to be achieved.
 

"Communication so far hasn’t addressed operational issues like parking, building conditions, or space limits. Staff worry these weren’t fully considered, especially with the draft Campus Plan. How were these factors evaluated, and what planning is underway to support more people on campus?

As a component of its culture of continuous improvement and campus planning, the University routinely assesses the operational efficacy of important areas, like sustainable transportation. Beyond parking, the Sustainable Transportation unit supports a variety of transportation choices for employees and students, such as light rail, public transportation, bicycle infrastructure, and carpooling initiatives, to benefit the Waterloo campus community and ease traffic. As well, the University is developing its first Sustainable Transportation Plan to improve commuting, campus circulation, fleet efficiency, and parking strategies at Waterloo.

"The Campus Plan appears to significantly reduce staff presence in East Campus, where hundreds of staff currently work. If these buildings are removed and replaced, what is the plan for relocating staff and critical infrastructure? This seems inconsistent with the push for increased on-campus presence."

The Campus Plan is a long-term, guiding framework. It does not set a fixed timetable for change, nor does it introduce immediate or mandatory shifts to staff work arrangements. 

Staff needs are central to the plan, including the need for spaces that support effective work and a meaningful on-campus presence. Decisions about staff workspaces will continue to consider many factors, with the Campus Plan serving as one input, among others. 

How the plan unfolds over time will align with existing University policies and priorities, including the return-to-work framework.