The Fundamentals of Virtual Leadership
Rensselaer’s Flexible Work Arrangement Policy was developed for the purpose of establishing organizational standards for flexible work, promoting employee engagement and job satisfaction, and supporting work-life balance. In parallel, the Institute must maintain the high quality of service and responsiveness that enables the attainment of our goals. Leading effectively in a flexible work environment requires the sharpening of existing management competencies and the development of emerging skillsets. Rensselaer has resources to assist managers in maximizing the effectiveness of their flexible work teams.
Determining Position Eligibility for Flexible Work
We developed the following guidelines to assist Institute leadership, managers, and supervisors in determining which positions and employees are well-suited for regular or occasional flexible work arrangements, while ensuring the continued successful operations of the department or team.
While the main focus of employees is to support the fundamental on-campus activities of the Institute (student learning and experience, faculty teaching and research, and alumni engagement), Rensselaer does support the use of appropriate flexible and alternative work options for employees when feasible.
- Before initiating positional assessments for employees, managers should determine if the division or academic school has flexible work guidelines in addition to the Institute’s umbrella policy. These guidelines need to be considered when assessing positions within the division or academic school.
- Each position should be considered individually, based on the responsibilities and area in which the role is located, to determine if the work can be done at an alternate work location or if utilizing a compressed schedule or flexible workday.
- At this stage of the evaluation, consider the responsibilities of the position, not the person.
- Review the current Performance Management Tool (PMT) for the position to determine the feasibility of each task being completed from an alternate off-site location, within a compressed schedule, or within a flexible workday.
- A position can be considered suitable for a flexible work arrangement if some or most of its responsibilities can be performed effectively and efficiently away from the regular work location and schedule. For hybrid arrangements, appropriate on-site schedules must be developed for tasks that cannot effectively be completed from an off-site location.
- Consider if the position requires the employee to have immediate access to information located only in the workplace.
- The change in work location or schedule should not impact productivity, customer service, operational efficiency, or team collaboration, and must not transfer task responsibilities to other employees.
- If hybrid or fully remote, consider whether the individual employee has access to the equipment they need to perform their job function from an alternate work location. This includes computer equipment, an appropriate microphone, speakers and a camera, software access, and a reliable internet connection with sufficient bandwidth and data capabilities.
- Does the employee’s core responsibilities require access to equipment, materials, software, and files that can only be accessed on site? Does the employee require a VPN connection?
- Once it has been determined that all or some of the position responsibilities can be performed within the requested flexible work arrangement, an assessment must be conducted on the specific employee in the position to determine if they are suitable for flexible work.
- The employee should have met or exceeded performance expectations on their most recent annual performance evaluation. Note: “D” (Development) ratings on evaluations for new employees or employees learning new responsibilities should not be considered disqualifiers for a flexible work consideration.
- Since the initial period of employment is a critical time for employees to learn their job and network with colleagues, flexible work arrangements should be limited during this period.
- To be considered for flexible work arrangements, employees should not have received disciplinary action within the past 12 months or be working with a current Performance Improvement Plan (PIP).
- If the employee is not well-suited for flexible work or is denied based on a previously documented performance issue, it is best practice to communicate that reasoning with the employee. As a supervisor, if you are unsure about how to approach this conversation with your employee, please contact the Division of Human Resources for guidance.
- Eligible employees who request a flexible work arrangement must first discuss the request with their immediate supervisor and complete the Flexible Work Agreement.
- All flexible work arrangements (with the exception of “Occasional Use Flexibility”) must include an executed agreement and must receive full support from the appropriate portfolio owner.
Competencies for Virtual Leadership
As a manager, you are responsible for ensuring the continued productivity of your team in the flexible work environment. In many cases, this involves the adaptation of longstanding leadership competencies.
Rensselaer’s leadership competencies currently include:
- Business acumen
- Strategic thinking and planning
- Developing and directing others and support of diversity
- Communication
- Integrity
- Change management
The Division of Human Resources has multiple resources available to assist managers in honing virtual leadership skills. In particular, the hybrid work environment demands an intentional approach to communication, attention to human connection, and focus on energy. There are resources available that you can take advantage of on your own through Percipio, or learn alongside your colleagues in live workshops. For additional information, please contact Will Fahey, manager of professional and organizational development, by telephone at 518-276-2318 or by email at faheyw@rpi.edu.
