What assistance is available to me to help me cope with COVID-19 or other life events?

Remote work is a work arrangement in which some, or all, of the work is performed from home or another off-site location. In general, regular office hours are worked and deviations from that schedule require supervisor approval.

Remote work is easiest to implement for jobs or tasks that require reading, writing, research, working with data and talking on the phone. In general, and at leadership’s discretion, a job is suited to remote working if the job or some components of it can be done off-site without disruption to the flow of work and communication.

It is not uncommon to require employees in positions needing in-person contact/customer service or that rely upon specific equipment or supplies to work on site. Management and/or supervisory roles may be excluded from consideration for remote working arrangements unless a department finds such an arrangement practical in meeting job responsibilities. Some jobs that may not seem appropriate at first may be modified, with your college or division HR lead’s approval so that employees can work remotely.

Yes, your supervisor has the authority to cancel any pre-approved leave request, especially in circumstances where there are serious staffing shortages as a result of illness.

Remote work works best when employees and supervisors communicate clearly about expectations. The following checklist will help you establish a foundation for effective remote working, continued productivity, and service to the University community.

1. Review technology needs and resources.

Identify technology tools employees use in their daily work and determine whether the resources will be accessible when working from home. Also, ensure employees know how to access the appropriate technical support, should they need assistance.

• • Confirm that employees know how to set up call forwarding and how to access their voicemail from home, if available. The UCF Cell Phone Policy may apply.
  • Determine which platform(s) you will use to communicate as a team, clarify expectations for online availability and confirm everyone has access to the technology tool(s). UCF employees have free access to Skype for Business, Zoom, Microsoft Teams and your department may have additional tools or resources.
  • Ensure alternative worksite safety.

2. Review work schedules.

Remote working can be confused with flex work. Be clear about your expectations with employees for maintaining their current work schedule or if you are open to flexible scheduling based on employee needs.

• • For employees who are eligible for overtime, certain activities — such as travel to and from required meetings that occur during scheduled work time — are included as hours worked.
  • OPS employees should continue to work, as long as there is work available, as agreed to by department/college head and HR lead. Timesheets or LAPERS will be managed through email as attachments to ensure employees will be paid for their remote work leave and hours worked. Submit LAPERs and timesheets to your supervisor and payroll processor.

3. Draft a work plan.

Review the questions below with employees and work through answers together.

• • What routine responsibilities/tasks cannot be fulfilled while working remotely and how will it impact operations or other people? What are ways to reduce any identified impacts?
  • Are there cross-training opportunities to identify backup employees who can do critical work within or between departments? Plan for employee absences.
  • What key processes have been identified for each area/or department? Will there be specific platform access necessary to fulfill these processes?
  • What routine responsibilities/tasks require regular communication and collaboration with others? Proactively contact each other to confirm how you will communicate while everyone is working remotely.
  • Are there critical work activities that are vulnerable to the absence of a small number of key employees?
  • Identify which teams or individuals have limited or no experience with remote work.
  • What training will be necessary for remote work tools and technology?
  • Identify and agree on strategic priorities during this time.
  • Implement a test exercise to test your plan.
  • Oftentimes employees experience fewer interruptions while working remotely. Are there any special projects, tasks, or online training that you can advance while working remotely?
  • What events or meetings are scheduled during the time in which the temporary remote working arrangement is in place? Will they be postponed or canceled, or will they take place using technology?
  • What follow-up should occur due to postponements or cancellations? What circumstances require on-site attendance?
  • Identify employees who may need special requirements or currently have work accommodations, and plan accordingly.
  • Identify employees who will have access to the building, labs, or facilities.
  • Provide resources or the process for technical support.

4. Make a communication and accountability plan.

Supervisors should tell employees how often they should send updates on work plan progress and what those updates should include. Supervisors should also communicate how quickly they expect the employee to respond and the best ways for the employee to contact the supervisor while working remotely. Current performance standards are expected to be maintained by employees.

• • If you normally make daily rounds to visit employees at their desks, you can give them a call during this period. Maintain team meetings and one-to-one check-ins, altering the schedule if needed to accommodate any alternative schedules that have been approved.
  • Conduct regular check-ins. Consider starting each workday with a phone, video, or instant message chat. Your employees will be eager for connection and information during the disruption, and the structure will help everyone create a positive routine. Every other day or weekly check-ins may be fine, so long as you are in contact frequently enough that your employees are in sync with you and/or with one another.
  • Prepare an emergency communication plan. Identify key contacts (with backups), chains of communications for tracking business and employee statuses.

5. Be positive.

A positive attitude and a willingness to trust employees to effectively work remotely is key to making such arrangements successful and productive. Working remotely presents an opportunity for supervisors to become better managers. Instead of focusing on how many hours your employees are working, re-emphasize a focus on measuring results and reaching objectives—regardless of work arrangement. The employee’s completed work product is the indicator of success, rather than direct observation. By focusing on the employee’s work product, supervisors will improve their organizational abilities and their own skill in managing by objectives.

6. Debrief after normal operations resume.

Employees and supervisors should review work plans when work returns to normal, assess progress on the employee’s work plan and prioritize any unresolved or new work that resulted from temporary operational disruption.

Yes. Frequently washing your hands with soap and water is the best way to get rid of germs and viruses and protect yourself from COVID-19, but if that is not available, an alcohol-based hand sanitizer with at least 60 percent alcohol will work.

UCF ordered an additional 1,200 hand sanitizing stations and 2,000 cases of refills. The stations are strategically placed around campus in high-traffic areas and near commonly touched surfaces, such as near the doors at building entry points.

• Operational requirements
• Security of work data
• Technological capabilities and equipment necessary to perform job duties
• Productivity
• Accuracy of records reflecting time worked by non-exempt employees

Some groups will be required be tested upon return to UCF, including:

• All students returning to university-owned housing
• All students and staff residing in on-campus Greek housing
• All student-athletes whether living on or off campus

There will be no out of pocket costs to students. UCF will bill students’ insurance provider, and if insurance does not cover, UCF will cover the cost of the COVID-19 test.

For others, COVID-19 testing is available at the main campus in Garage A, but is not required to return to campus.

Clearly outlined and executed remote work arrangements can prove beneficial to employees and supervisors alike. Supervisors should articulate clear procedures regarding check-in times and hours of availability. With proper planning, communication problems can be minimized.

Detailed instructions on how to access and utilize the COVID Self-Checker are available online for employees and supervisors.

To minimize the potential exposure to others, it is very important that you stay home while you have any contagious illness. The following options may be available to you, although not all options will be available in all situations depending upon the nature of the job responsibilities and the extent of the illness.

• • Make up the work on an hour-for-hour basis during the same workweek for non-exempt (hourly paid) employees with supervisory approval. UCF’s workweek begins at 12:00 a.m. on Friday and ends at 11:59 p.m. on the following Thursday.
  • Exempt employees may make-up the work on an hour-for-hour basis during the same pay period with supervisory approval.
  • Request a Leave Without Pay for up to ten days with supervisory approval. If an employee is out more than 10 days, the employee will need to request a Medical Leave of Absence. The Medical Request Leave Form is located at https://hr.ucf.edu/files/MedicalLeaveRequestForm.pdf
  • Use a combination of the options above.

Yes, PageUp can be accessed via mobile, tablet, laptop or desktop utilizing single sign-on credentials.