Section 1: Policy Statement & Purpose

A Culture of Creativity and Innovation

Creativity and innovation are at the core of MICA’s mission and vision and serve to guide and align the College’s institutional priorities. From our approach to teaching and learning to our business processes, MICA strives to foster a culture of intellectual curiosity and innovation—for our students and our employees—that challenges the status quo and seeks better ways of doing things.

It is this same creative spirit that continues to drive us forward as an institution, using the disruption of the pandemic to reassess existing practices and integrate the lessons and innovations from this disruption to reimagine the way we work, teach, and learn as a community.

 

A Culture of Community and Gathering

MICA is a primarily residential College: an institution of higher education that prioritizes in- person community and the learning that takes place in the context of social gathering and the shared work and experience that physical co-presence affords. There are many MICA employees—both faculty and staff—whose presence on campus is essential to supporting this core, in-person and residential experience. MICA’s hybrid work arrangement policy must therefore be aligned with this foundational priority.

As we innovate and seek to maintain our identity as a residential college, we will need to strike a careful balance between flexibility, MICA’s priorities and the needs of its employees.

 

The Goals of MICA’s Hybrid Work Arrangement Policy

Specifically, this Policy aims to:

• Align operational practices with MICA’s mission and vision
• Recruit and retain talent
• Recognize the unique situations of individual employees
• Develop a more diverse and global workforce
• Strengthen the College’s operational agility and capacity for operational innovation
• Gain efficiencies in operations and resource allocation through better support of seasonal, cyclical, or project-based work
• Enhance MICA’s competitive perception in the marketplace
• Promote better facility for and acceptance of technology within the work culture
• Enhance MICA’s unique culture and residential community through more inclusive channels of participation, interaction, and congregation

 

Defining Telework at MICA

Due to the diverse array of positions and associated position responsibilities, it is not possible to establish “one size fits all” hybrid work agreements for all employees. Some positions may necessitate a fully in-person while others’ job responsibilities may be fulfilled in a hybrid manner, with some days in-person and on-campus and some days teleworking and on-campus engagement, and some may be best structured as fully remote.

 

Section 2: Hybrid Work Arrangement Policy

Purpose:

This Policy applies to all MICA staff employees and administrators, as defined below, and serves as the definitive resource for determinations on hybrid or remote work at the College. Supplemental policies or processes may be developed for specific purposes or areas but should not contradict the provisions of this Policy. This Policy explains how the College and supervisors will approach decisions about hybrid or remote work, and also provides guidance on responsibilities, limitations, and expectations of employees who are candidates for hybrid or remote work arrangements.

Definitions:

Hybrid: Hybrid allows an employee to work from both the MICA campus and from home or another off-site location for a pre-approved length of time or on a predetermined schedule on a consistent or occasional basis. The expectation is that the employee will report to a campus location with some regularity.

Positions eligible for hybrid: A position that has been identified as able to fulfill the duties of the position with off-site and on-site responsibilities and presence. Both the MICA campus and an off-site location are used for a pre-approved length of time or on a predetermined schedule on a consistent or occasional basis. These positions are expected to report to a campus location physically with some regularity. Eligibility for hybrid will be noted in the job description.

Remote work: Remote work allows an employee to work from anywhere with some expectation that the employee will report to a campus location, MICA has few remote work opportunities. Remote positions will be identified as such in the job description.

Remote employee: A MICA employee who is approved to work from anywhere with some expectation that the employee will report to a campus location as needed or required.

Applicability:

• The HWA applies to all staff and administrators
  • who have successfully completed their 90-day introductory period with the College or in a new position if there has been a promotion or transfer to another department.
  • who are in good standing with the College (i.e., are not under any disciplinary or performance improvement actions).
• This policy applies to all regularly scheduled full-time and part-time staff employees and administrators working 20+ hours weekly and whose positions have been determined to be eligible for a hybrid work schedule.
• This policy is not related to any previous pandemic-related hybrid or remote work arrangements.
• It does not apply to faculty or employees in instructional roles (e.g., adjuncts, temporary faculty, and research faculty).
• This Policy does not apply to student employees.

Determining Appropriate Hybrid Agreements for Areas:

Because of the diversity in on-campus staffing needs between departments, vice presidents (VPs) will define an overall approach for their areas, ensuring that the critical services, in-person presence, and hybrid or remote work adoption is designed to achieve the outcomes for which that area is accountable. VPs will collaborate with their departmental associate vice presidents (AVPs), directors, and other relevant leadership to develop a set of telework eligibility recommendations to be discussed and refined with departmental staff whose input is essential.

While hybrid or remote work may be appropriate for some employees and some positions, these alternative work arrangements are not considered a campus-wide benefit, and they do not change the terms and conditions of employment. Decisions to permit or require hybrid or remote work arrangements must take into account the essential duties of the position, area priorities, and institutional obligations including the need to be present for any college-wide assignments or planning activities that cannot be accomplished remotely.

Positions Classified as Eligible for Hybrid or Remote Work Arrangements

Hybrid or remote work eligibility for staff or administrator positions will be determined in the classification process and noted in the position descriptions. The primary factor to be considered in making hybrid or remote work eligibility decisions at the position classification level is whether the duties may be performed remotely without negatively impacting service quality or operations. Other factors include the following:

• Does the job require the daily use of special equipment, facilities or other systems or tools that are not easily accessible or are not available at an offsite location?
• Does the job require face-to-face engagement with faculty, staff or students on a regular basis to provide daily services that cannot be provided virtually?

The VPs will make the hybrid or remote work classification decision after consultation with their managers, supervisors and People, Belonging & Culture (PB&C). It is important to note that the classification of a position as one eligible for hybrid or remote work is not a guarantee that the incumbent of that position will be approved for a hybrid or remote work arrangement.

Employee Eligibility for Hybrid or Remote Work

Once the classification decision is made and the position is deemed eligible for hybrid or remote work, the VPs and PB&C, in consultation with the area manager and employee, may determine whether the individual employee is eligible for a hybrid or remote work arrangement. The primary factor to be considered in that case is the employee’s ability to work independently, while meeting organizational and service goals. Circumstances that might limit an employee’s ability to do hybrid or remote work include, but are not limited to the following:

• New employee training or other performance development needs are better managed if the employee and the supervisor or trainer are physically co-located.
• The employee has demonstrated a higher level of productivity when working onsite rather than in an alternate work location.

Once defined, individual hybrid or remote work agreements between employees and their departmental AVPs, directors, or other relevant leadership will be formalized by a hybrid or remote work request that should be submitted via Workday. VPs and PB&C will conduct the final review and approval.

General Expectations and Conditions:

Hybrid and remote employees will be subject to the same policies as other employees and must comply with College rules, policies, practices and instructions and understand that violation of such may result in the discontinuation of the hybrid/remote work arrangement and/or disciplinary action, up to and including termination.

Employee performance, quality of work outcomes and department needs are factors in the successful continuation of hybrid/remote work arrangements. Hybrid/remote work arrangements may be discontinued by the VPs or AVPs/deans/director/manager/supervisor as employee performance and department needs are continually assessed.

Hybrid and remote work employees are expected to work their normal work schedule unless they receive their supervisor's prior approval to adjust their schedule. Employees need to ensure assigned duties are completed and remain productive and responsive during their scheduled work hours.

Neither hybrid nor remote work are intended as a solution for dependent care. Hybrid working is a fluid arrangement which can change depending on business needs and the needs of other team members and must not be used to provide cover for regular caring or childcare needs while working from home.  Any employee hybrid or remote working with dependents onsite must agree generally to have arranged dependent care during normal work hours.

If there is a need to provide caring and childcare during a WFH day, the employee should use available paid time off (e.g., personal, vacation, or sick leave).  

Supervisors and managers should not make exceptions or special arrangements in these circumstances.  This ensures that there is consistency in the application of the policy and that MICA is not creating any concerns as it relates to labor-management issues.

Employees cannot use remote work or telework in place of sick leave, Family and Medical Leave, Workers’ Compensation leave, or other types of leave. Workers' compensation coverage is limited to designated work areas in employees' homes or alternate work locations. Employees agree to practice the same safety habits they would use in the College and to maintain safe conditions in their Primary Work Location, whether that is at home or an alternate work location. Employees must follow normal procedures for reporting illness or injury and any remote work-related injury will be investigated by MICA's workers compensation provider using the same protocols utilized for an on-campus work-related injury.

The College is not responsible for operating costs of any personal equipment (including, but not limited to, personal computers, personal devices, cell phones, furniture), home maintenance of personal equipment. Employees are responsible for costs for reliable internet/Wi-Fi and other incidental costs associated with the use of an employee's remote work or telecommuting arrangement. Employees using MICA computing equipment are bound to Technology policies regarding damage and replacement costs.

Employees are expected to maintain a presence with their department/division while hybrid or remote working. Presence may be maintained by using appropriate technology including but not limited to email, messaging applications, video conferencing, instant messaging, Google Apps, and/or chat/text messaging using computers and mobile phones. The employee is expected to maintain the same response times as if they were on campus and make themselves available to attend scheduled work meetings as required and/or requested.

Employees need to have a working telephone or mobile phone at their Primary Work Location or any remote location, whether cell phone or land line.

Hybrid or remote working employees with a direct desk phone on campus should ensure that incoming calls to their office phone are forwarded to their Primary Work Location phone.

Non-exempt employees must report all worked hours, including overtime, and take lunch breaks as required by law.

Hybrid employees or remote workers with an established schedule of work must adhere to that schedule. Personal tasks and errands should only be performed during the employee's scheduled breaks.

Hybrid or remote work arrangements that enhance the College’s ability to meet its basic functions without compromising these larger goals will receive positive consideration. Proposed alternative work arrangements that either hinder or conflict with the College’s priorities or obligations will be denied. Likewise, approved arrangements that no longer facilitate the College’s mission or are inconsistent with the College’s priorities may be revoked at the sole discretion of the College.

The College may require hybrid or remote work if it determines that the alternative work arrangement is in the best interest of the College, permitting it to achieve goals that may not be achievable onsite or if the College is better served offsite or is able to use its resources more efficiently. Examples of circumstances that might lead the College to assign hybrid work, remote or on-campus presence include staffing for cyclical, project or seasonal work; or the need to accomplish work with limited space.

Requests for hybrid or remote work arrangements due to a disability do not fall under the purview of this Policy. Employee disability accommodation requests are subject to an individual assessment in accordance with the College’s regular practice for making such requests under the Americans with Disabilities Act. Employees with questions about submitting disability accommodation requests should contact People, Belonging & Culture.

Employee Appeals

Hybrid and remote working decisions will be made based on fair and equitable criteria established by each division in a manner that is consistent with the requirements of this policy and the College’s policies prohibiting discrimination. Individual employees may appeal a hybrid  or remote work decision in the manner described below.

Hybrid or Remote Work Classification Decisions

Any employee who disagrees with a department’s decision that their position is ineligible for hybrid or remote work, may petition their VP for reconsideration. The petition must include the reasons for the disagreement and an explanation of how the duties of the job may be performed remotely while meeting the department’s service and organizational needs.

The VP’s reconsideration approval or denial must be approved by the VP for PB&C. The VP for PB&C makes the final decision.

Denial of an Employee’s Request to Hybrid or Remote Work

An employee who disagrees with a department/division’s denial of a request to telework or work remotely or any other action relating to this Policy is encouraged to discuss the concern with their supervisor/manager, department director or AVP. An employee may appeal the department/division’s decision to People, Belonging & Culture only if alleging that the decision violates the College’s antidiscrimination policies.

Nothing in this appeals process is intended to restrict an employee’s access to PB&C. Any employee with concerns or seeking advice about any term or condition of employment is encouraged to contact the PB&C services director or a member of that team.