HomeMy WebLinkAboutReports - 2023.10.17 - 40630
AGENDA ITEM: Adopting the Hybrid Work Policy
DEPARTMENT: Human Resources
MEETING: Board of Commissioners
DATE: Friday, October 27, 2023 7:55 PM - Click to View Agenda
ITEM SUMMARY SHEET
COMMITTEE REPORT TO BOARD
Resolution #2023-3422
Motion to adopt the attached Hybrid Work Policy, effective November 1, 2023 through October 31,
2024.
ITEM CATEGORY SPONSORED BY
Policy Gary McGillivray
INTRODUCTION AND BACKGROUND
The existing Hybrid Work Policy adopted by the Board of Commissioners with MR # 22131 is
scheduled to sunset at the end of October 2023. Currently, 16 of 20 County departments utilize
hybrid work in some form. Of those, 19% of full-time employees have submitted a hybrid work
schedule approval through the Workday system. It is anticipated that additional employees within
those departments utilize a hybrid schedule but may not have a schedule submitted. The Human
Resources Department is requesting the Board of Commissioners to lift the sunset and adopt the
attached, modified policy which includes additional requirements for departmental hybrid work plans
and related monitoring, tracking, and reporting.
POLICY ANALYSIS
BUDGET AMENDMENT REQUIRED: No
Committee members can contact Michael Andrews, Policy and Fiscal Analysis Supervisor at
248.425.5572 or andrewsmb@oakgov.com, or the department contact persons listed for additional
information.
CONTACT
Heather Van Poucker
Sunil Asija, Director Human Resources
ITEM REVIEW TRACKING
Aaron Snover, Board of Commissioners Created/Initiated - 10/17/2023
AGENDA DEADLINE: 10/27/2023 7:55 PM
ATTACHMENTS
1. Hybrid Policy Update Memo (003)
2. Hybrid Work Policy - September 2023
3. Comparative Policy Chart
4. Report to LAGO ANNUAL Hybrid Update 2023
5. Report to LAGO Hybrid Work
6. Report Supplemental_dept plans
7. LAGO-hybrid work
COMMITTEE TRACKING
2023-10-10 Legislative Affairs & Government Operations - Recommend to Board, as Amended
2023-10-17 Full Board
Motioned by: Commissioner Angela Powell
Seconded by: Commissioner Robert Hoffman
Yes: David Woodward, Michael Spisz, Karen Joliat, Kristen Nelson, Christine Long, Robert
Hoffman, Philip Weipert, Gwen Markham, Angela Powell, Marcia Gershenson, William Miller III,
Yolanda Smith Charles, Charles Cavell, Brendan Johnson, Ajay Raman (15)
No: None (0)
Abstain: None (0)
Absent: Gary McGillivray, Penny Luebs, Michael Gingell, Janet Jackson (4)
Passed
OAKLAND COUNTY EXECUTIVE DAVID COULTER
Sunil Asija, Director Human Resources
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | OakGov.com
TO: David T. Woodward, Chairman of the Board of Commissioners
Gary McGillivray, Chairperson of the Legislative Affairs and Government Operations Committee
FROM: Sunil Asija, Director of Human Resources
April Lynch, Deputy County Executive
RE: Hybrid Work Policy Recommendation
DATE: September 26, 2023
The existing hybrid work policy sunsets at the end of October 2023. We request the board lift the sunset and
adopt the attached policy, modified to include additional requirements for departmental hybrid work plans and
related monitoring, tracking, and reporting systems.
Additions are summarized as follows:
Departments offering hybrid work schedules must have a formal hybrid work plan in place that
conforms to the Hybrid Work Policy on file with the Department of Human Resources by January
1st every year. Human Resources will provide hybrid utilization reports to support departmental
monitoring and compliance.
Departmental plans must specify:
1. What schedule the department and/or division will allow for employees (# of days a week)
to be remote.
2. Which classifications within the department are eligible for hybrid work
3. Which classifications within the department are required to be on-site, in-person 100%
4. How managers/supervisors will determine, approve, and monitor hybrid work schedules
5. Whether there will be mandatory in-person collaboration days
6. Whether there are minimum in-person staffing requirements
7. How individual staff productivity and performance will be monitored
8. How customer service standards and operational performance will be monitored
9. Training: Supervisors/Managers with hybrid employees are required to participate in
training on how to effectively manage a hybrid/remote workforce; employees working
remotely must attend training related to “How to Work Best in a Virtual Environment”.
Employees using a hybrid arrangement must submit a signed Hybrid Work Agreement and their
schedule in Workday for approval. HR will audit departments periodically to ensure that all employees
have filed their schedules.
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
We also recognize there are concerns about the equity component of those employees who can work a hybrid
schedule versus those who must be on site daily. In addition to affirming this hybrid policy, we are undertaking a
comprehensive “Inclusive Benefits Assessment” which will include an independent analysis of the equity impact
of hybrid vs. 100% on-site work arrangements among other inequities throughout our benefits model. We
anticipate the assessment will yield recommendations for aligning benefit offerings to address any identified
disparities between those who work in-person 100% and those with a hybrid option. We hope to have this study
completed in the first quarter of 2024 and will bring forward recommendations for any adjustments.
We respectfully request to lift the sunset provision on the hybrid policy and approve the updated policy moving
forward.
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Hybrid Work Policy
PURPOSE OF HYBRID WORK PROGRAM
Hybrid Work is defined as an arrangement where an employee works one or more days each work week
from a remote location, usually the employee’s home, instead of commuting to the assigned County work
site. The purpose of the Hybrid Work Program is to meet department missions and operational needs by
helping the County to reduce real estate and energy costs, promote management efficiencies, increase
County responsiveness in severe weather and other emergencies, enhance the recruitment and retention
of highly qualified employees and respond to the changing expectations of alternative workspace
environments. The following policy is meant to assist departments with administering a Hybrid Work
Program consistently and equitably.
POLICY APPLICABILITY AND ELIGIBILITY
While the County supports a hybrid model as a work arrangement where possible and beneficial, because
of the breadth and depth of Oakland County’s services and responsibilities, remote work will vary across
the County and may not be an option for every department, team, or individual.
The determination of whether staff are eligible to participate and approved for a hybrid work arrangement
will be made in accordance with this policy and the department’s business needs. Departments may have
additional rules or requirements surrounding hybrid work arrangements due to the nature of their work.
In the event any provision of this policy, or a departments policy, conflicts with an applicable provision of
a collective bargaining agreement or binding past practices, the latter shall prevail.
Departments offering hybrid work schedules must have a formal hybrid work plan in place that
conforms to the Hybrid Work Policy on file with the Department of Human Resources by January 1st
every year. Human Resources will provide hybrid utilization reports to support departmental monitoring
and compliance.
Departmental plans must specify:
1. What schedule the department and/or division will allow for employees (# of days a week) to be
remote.
2. Which classifications within the department are eligible for hybrid work
3. Which classifications within the department are required to be on-site, in-person 100%
4. How managers/supervisors will determine, approve, and monitor hybrid work schedules
5. Whether there will be mandatory in-person collaboration days
6. Whether there are minimum in-person staffing requirements
7. How individual staff productivity and performance will be monitored
8. How customer service standards and operational performance will be monitored
9. Training: Supervisors/Managers with hybrid employees are required to participate in training on
how to effectively manage a hybrid/remote workforce; employees working remotely must
attend training related to “How to Work Best in a Virtual Environment”.
Employees using a hybrid arrangement must submit a signed Hybrid Work Agreement and their
schedule in Workday for approval. HR will audit departments periodically to ensure that all employees
have filed their schedules.
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CONDITIONS OF EMPLOYMENT
Hybrid work arrangements do not change the conditions of employment or required compliance with
County policies. Independent of work site, all employees are subject to the basic duties, obligations and
responsibilities of County employment and are expected to adhere to all County policies, including but
not limited to:
Oakland County Merit Rules
Non-Discrimination Policy
Driver Safety Policy
Oakland County Standards of Conduct
Workplace Violence Policy
Drug Free Workplace
Electronic Communications and Use of Technology Policy
Sexual Harassment Policy
In particular, employees must ensure that their hybrid work arrangement does not compromise the
handling of sensitive, private, confidential personal or County data or information. Oakland County
Information Technology’s Secure Teleworking Guidelines can be found here.
Additionally, to comply with the Workplace Violence Policy, any personal weapons in the remote work
location (guns, knives with a blade of more than 3.5 inches, or any other weapons) must be stored
according to state and local laws.
Failure to abide by the terms of this policy and the policies listed above may result in discipline or
revocation of the hybrid work privilege.
COMPENSATION AND BENEFITS
An employee’s compensation and benefits are not affected by hybrid work status. However, the employee
is responsible for any tax implications under IRS, state, and local government laws relating to working
from a remote location; For example, County employees who pay Pontiac income taxes and work more
than 25% remotely must file a PW-4 and provide supplemental documentation of work site. Oakland
County management will provide confirmation of the number of hours worked at the remote work
location for employee tax purposes.
WORK HOURS AND OVERTIME
The total number of hours that employees are expected to work will not ordinarily change due to
participation in a Hybrid Work Arrangement. All hours worked by employees subject to the Fair Labor
Standards Act are compensable. Any hours worked beyond an hourly employee’s normal work schedule
must be authorized in advance by the employee’s immediate supervisor. If an hourly employee works
beyond their normal work schedule without prior approval, they must report the additional time worked
to their immediate supervisor the next workday. Failure to obtain supervisory approval may result in the
termination of the Hybrid Work Arrangement and possible disciplinary action.
Employees are not permitted to perform personal business or activities or secondary employment during
designated remote work hours (excluding defined break periods). Personal business includes, but is not
limited to, caring for dependents, and performing other personal or home duties.
WORK SCHEDULE
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Typically, an employee’s work hours will be the same as the department’s normal operating hours.
However, departments have the flexibility to allow employees working remotely to work a schedule that
is different from the department’s normal operating hours, if deemed appropriate and necessary.
For non-exempt employees, the manager and the employee must establish a hybrid work schedule and
employee availability that:
• Identifies the specific days and hours the employee will work remotely;
• Identifies the approved Remote Work Locations;
• Includes whether the employee must be available by phone, email, or instant messenger during
the scheduled work hours (excluding defined break periods).
For exempt employees, the manager and the employee shall discuss the use of a flexible hybrid work
schedule and employee availability that:
• Recognizes that these employees will need flexibility in their remote workdays on a weekly basis.
Specific days and hours are not required to be identified.
• Identifies the approved Remote Work Locations;
• Includes whether the employee must be available by phone, email, or instant messenger during
the scheduled work hours (excluding defined break periods).
Periodic adjustments to the remote work schedule may be necessary to achieve an optimal schedule,
which suits the needs of both the County and the employee. The hybrid work schedule may need to be
revised, or terminated in totality, should office coverage become a problem due to any changes in work
demands or office staffing, either on an interim or ongoing basis, or due to other operational needs.
ON-SITE MEETINGS
There may be times when a non-exempt employee is required to attend on site meetings on their
scheduled remote workday. When possible, an employee will be given at least 24 hours advance notice
of events which require their physical presence at the County worksite. If the employee is required to be
present at the County worksite on their designated remote workday, they may switch their remote
workday during the same work week with supervisor approval.
LEAVE USE
Procedures for requesting leave will remain unchanged. The employee is responsible for obtaining leave
approval in advance and keeping appropriate personnel informed of leave usage in accordance with
Department policy and/or procedure. Hybrid work is not intended to be used in place of personal leave,
Family and Medical Leave, Workers’ Compensation leave, or other types of leave.
DEPENDENT CARE
Hybrid workers must make advance arrangements for dependent care to ensure a productive work
environment. Remote work is not intended to be a substitute for day care or other personal obligations.
It is expected that the hybrid worker shall continue to make arrangements for dependent care to the same
extent as if the employee was working onsite.
REMOTE WORK LOCATION
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Oakland County is a public employer whose taxpayers pay its employees’ salaries. Therefore, it is
important that Oakland County employees live in or within a reasonable distance of the region they serve.
Reasonable distance will be determined on a case-by-case basis by the department and/or Human
Resources based on departmental business needs.
As with all employees, commuting to and from work is considered personal time. Consequently,
employees will generally not be compensated for travel between their place of residence or remote work
location and the onsite work location. However, the employee will not be charged leave time for commute
to their work location due to equipment failures, power outages or other unexpected contingencies.
REMOTE WORKSPACE
The employee’s remote workspace is considered an extension of the County’s workspace. Hybrid workers
must maintain a distinct separation between work activities and personal activities by ensuring safe and
suitable workspace that is appropriately confidential and free of distractions that may interfere with work.
The remote workplace should be maintained in a safe condition, free of hazards that might endanger the
employee or County equipment. The remote workspace is subject to inspection with reasonable advance
notice in the event of an injury.
The County will not be responsible for costs associated with the setup of the employee’s remote work
office, such as remodeling, furniture, or lighting, nor for repairs or modifications to the remote office
space. No County owned furniture (chairs, desks, etc.) may be removed from the primary work location
for use in a remote work location. The County is not liable for damages to the employee’s personal or real
property while the employee is working at the remote workplace.
Hybrid workers must not conduct in-person meetings with customers or co-workers at the remote work
location.
INFORMATION CONFIDENTIALITY AND RECORD RETENTION
Employees are responsible for protecting the confidentiality, integrity, and availability of data,
information, and paper files used when working remotely. Remote workers must follow all applicable
County, federal, state, and departmental policies, laws, and regulations to protect data accessed or
maintained while working remotely. In addition, remote employees are also required to:
• Protect information assets from unauthorized access and use by others, including family
members, friends, and other visitors;
• Store information assets only in secured locations and not in unattended or unlocked vehicles or
other locations where they may be easily stolen;
• Ensure that personally owned systems used for remote work purposes meet or exceed County
security requirements.
Employees must ensure they are in compliance with their department’s document retention protocols
including securing sensitive information and properly preserving, storing, and archiving all relevant
documents and materials.
WORKERS COMPENSATION
Injuries sustained by the employee in a remote office location in conjunction with their regular work duties
may be covered by workers compensation, and consequently, employees are responsible for reporting
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work related injuries to their supervisor and the Office of Risk Management as soon as practicable by filing
an Injury on the Job Report.
Workers compensation does not apply to non-job-related injuries that occur in an employee’s remote
work location or injuries sustained during a commute trip in the employee's personal vehicle; and does
not cover claims for injuries to third parties, including members of the employee’s family, or damage to
property that occurs at the remote work location.
EQUIPMENT AND SUPPLIES
Departments may provide equipment including computer hardware and work cell phones as deemed
necessary. Generally, printers and printing materials will not be provided for remote work locations. In
limited circumstances, and with supervisor approval, printing materials may be available to the employee.
Employees should plan to print necessary materials when at their primary County work location.
Employees must take appropriate steps to minimize damage to County-owned equipment. Any
equipment supplied by Oakland County is to be used for business purposes only. Remote workers must
promptly notify the employer of an equipment malfunction or failure of either County or personally
owned equipment.
Remote workers must return county owned hardware, software, supplies, documents, and other
information or property to the County work location before ending the hybrid work arrangement or
employment.
ADA ACCOMMODATIONS
Any employee’s request to work remotely as a reasonable accommodation under the Americans with
Disability Act (ADA) will be administered consistent with the County’s reasonable accommodation policy.
Allowing an employee to work at an alternate work location may be a viable outcome of the interactive
accommodations process under the ADA if the employee’s qualifying disability prevents them from
performing the essential functions of their job at their designated duty station unless the request creates
an undue hardship on the employer.
EMERGENCIES AND OTHER UNEXPECTED CONTINGENCIES
If an equipment failure or power outage occurs at the remote work location which affects the ability to
complete work tasks, the employee must promptly contact their supervisor. The employee may be
required to report for work at the primary work location to complete their workday or use personal leave
to account for the time. The employee will not be charged leave time for commute to their work location
due to equipment failures, power outages or other unexpected contingencies.
THE HYBRID WORK AGREEMENT
Each employee shall review and sign a Hybrid Work Agreement to certify their understanding of the terms
of their Hybrid Work Arrangement. The Hybrid Work Agreement shall include:
• The non-exempt employee’s expected regular schedule, including days of the week they will be
working remotely, hours worked per day, and lunch times;
• The address of the employee’s expected work site (usually the employee’s home), plus any
alternative work sites;
• The work expectations of the employee and any specific safety and security responsibilities;
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• The employee’s remote work contact phone number.
This agreement shall be reviewed by the manager and employee at least annually, to coincide with the
employee evaluation cycle where possible. The agreement must be signed by the employee and manager,
and any other members of management designated by the department. If an employee transfers to
another position, they are not guaranteed eligibility for hybrid work in the new position.
TERMINATION OR MODIFICATION OF THE HYBRID WORK AGREEMENT
Hybrid Work Arrangements are subject to ongoing review and may be modified, adjusted, suspended, or
terminated at any time by management (or when requested by the employee). Reasons for termination
of a Hybrid Work Arrangement include, but are not limited to the following:
• Conduct or other performance concerns;
• Adverse effect on customer service;
• Failure to adhere to accurate time reporting;
• Engaging in non-work-related activity (excluding defined break periods) during scheduled work
hours;
• Requirements of the hybrid work arrangement are not fulfilled.
Management will provide two weeks prior notice, when feasible, before modifying, suspending, or
terminating a Hybrid Work Arrangement to allow the affected employee to make necessary
arrangements.
If a Hybrid Work Agreement is terminated, employees are responsible for returning all County property
and all work product to the worksite and resume onsite work within the timeframe provided by the
department. An employee who refuses to comply with the termination or modification of a Hybrid Work
Agreement will be subject to disciplinary action. A hybrid work arrangement that is terminated due to
disciplinary action may be reinstated should the disciplinary action be successfully appealed.
EMPLOYEE RESPONSIBILITIES
An employee’s job responsibilities will not change due to participation in the Hybrid Work Program. The
Manager may require the employee to submit regular status reports or other information to help evaluate
work performance. A decline in work performance or a decline in service to the employee’s internal and
external customers may result in adjustments to the Hybrid Work Arrangement or termination from the
Hybrid Work Program.
The employee’s duties, obligations, responsibilities, and conditions of employment with the County will
be unaffected by remote work. The employee must maintain compliance with all County policies including
the Computer Use & Security Policy and remain subject to disciplinary action for any failure to abide by
all County policies and these guidelines. Employees are required to:
• Maintain a high level of public service.
• Follow the provisions of the Hybrid Work Program.
• Follow all applicable laws, rules, regulations, directives, codes, policies, and procedures relating
to workplace conduct and performance.
• Perform according to established workplace expectations and communication protocols,
including workplace-appropriate dress and video conferencing backgrounds.
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• Refrain from performing non-County work during their remote work schedule (excluding defined
break periods).
Employee Remote Workspace and Safety Responsibilities
• Maintain a workspace with an internet connection where they can reliably perform work and
remain available and responsive during scheduled work hours.
• Maintain a safe, productive, and functional workspace.
• In the event of a job-related incident, accident or injury during remote working hours, the
employee shall report the incident to their supervisor as soon as possible and follow established
procedures to report and investigate workplace injuries or incidents. The employee must also
allow the County to inspect their home workspace if a job-related injury has occurred.
• Refrain from holding work meetings with co-workers, external clients, or customers at the
employee’s home.
• Limit use of County equipment for business purposes only.
Employee Security Responsibilities
• Maintain and secure County-provided equipment in the remote work site;
• Return County-provided equipment promptly when requested;
• Maintain the confidentiality and security of County information and documents;
• Prevent unauthorized access to County systems and data;
• Maintain and dispose of work-related documents in a secure and appropriate manner;
• Be responsible for the maintenance and repair of their personal equipment that is used for remote
work. (Note: County information stored on an employee’s personal device may be subject to
public records disclosure requirements).
MANAGEMENT RESPONSIBILITIES
Oakland County management shall ensure that hybrid workers abide by the terms of this policy while
maintaining a high level of public service. Managers and supervisors are required to:
• Ensure that employees are provided with the resources, training, equipment and supplies
necessary for effective hybrid work.
• Be available to engage in regular, predictable, and supportive communication with all employees
regardless of hybrid work status.
• Establish and monitor performance expectations and protocols for all employees regardless of
hybrid work status.
• Encourage active communication between all employees regardless of work location.
• Ensure equitable distribution of workload regardless of employee work location.
• Periodically evaluate the effectiveness of Hybrid Work Arrangements and include in performance
evaluations.
• Maintain copies of all hybrid work documentation.
Additionally, department directors are required to monitor policy use by division managers to ensure
that the policy is being applied consistently and equitably. Human Resources will generate hybrid work
utilization reports and support departmental monitoring and compliance efforts.
TRAINING
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Oakland County will provide training on how to maximize the benefits of hybrid work arrangements to all
employees, managers and supervisors participating in the Hybrid Work Program. Employees are required
to stay current on all mandatory training, including, but not limited to, Information Security, IT, HIPAA,
and CJIS (Criminal Justice Information System).
QUESTIONS
Contact Labor Relations with questions regarding this policy.
COMPARATIVE HYBRID/REMOTE WORK POLICY
County
Remote
Work
Allowed
Special
Incentives for
100% On-Site
Policy and/or
Guidelines Requirements
Macomb County Yes No Yes There are no requirements within their policy
that indicate the number of days employees
work at the County versus at home.
Departments across the County may implement
remote work as an option for eligible positions
based on operational needs and be uniformly
applied.
Wayne County Yes No Yes No employee can be authorized to telework
one hundred percent (100%) of the time.
Employees must report in-person to their
official workplace a minimum of five (5) days
within each County two (2) week pay period.
The days of the week must be consistently
maintained unless prior supervisory approval is
granted and/or a revised Approved Telework
Schedule form is submitted and approved.
Washtenaw
County
Yes No Yes The schedule and frequency of
remote work for eligible employees will be
determined by the Department Head in
accordance with the service delivery guidelines
provided by County Administration. However,
remote work options may be available for up to
3 days a week depending on departmental
business needs and service delivery model.
Kent County Ye s No Yes They do not have a countywide policy as the
needs of each department vary. They ask each
department to outline their department
specific policy. Their County Flexible Work
Procedure does reference onsite at least 3 days
a week but also indicates that other alternate
arrangements may be allowed if approved by
the department director or designee.
Genesee County Yes No Yes There are no requirements within their policy
that indicate the number of days employees
work at the County versus at home.
Departments will determine the ability for
remote work based on appropriate business
requirements of the office to ensure non-
discriminatory motivations.
OAKLAND COUNTY EXECUTIVE DAVID COULTER
Sunil Asija, Director Human Resources
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | OakGov.com
TO: David T. Woodward, Chairman of the Board of Commissioners
Gary McGillivray, Chairperson of the Legislative Affairs and Government Operations Committee
FROM: Sunil Asija, Director of Human Resources
April Lynch, Deputy County Executive
RE: Annual Report on Hybrid Work
DATE: September 26, 2023
Currently 16 of 20 County departments utilize hybrid work in some form. Among those, 19% of full-time
employees (589) have submitted a hybrid work schedule through the Workday system. We anticipate additional
employees utilize a hybrid schedule but may not have a schedule submitted in the system. The Workday system
was not fully implemented at the time hybrid work began but now will be an important tool to track, monitor,
and audit compliance.
Below is a report on how a hybrid work option enhances and advances the Oakland County Executive Strategic
Plan and Key Performance Indicators.
1. Thriving & Inclusive Economy:
In April 2023, the national unemployment rate hit a 54-year low of 3.4%, with Oakland County at 1.6%i. The
labor market is more competitive than ever before, and wages no longer win the race for talent. Workplace
culture and total compensation are driving forces, with hybrid work options leading the pack when it comes
to creating an employer-of-choice. Pre-pandemic 47% of employers offered hybrid work models and
presently 75% have settled into hybrid work with no decrease in sight. A thriving and inclusive economy
commands a modern, progressive approach to workplace policies with hybrid work as a central component.
2. Healthy Residents
Hybrid work proved an invaluable tool in keeping our workforce healthy during an unprecedented pandemic.
Critical lessons were learned about how hybrid work can support a healthy workplace by making it easier and
more acceptable to quarantine, and to maintain productivity when working remotely is the safest and
healthiest choice.
3. Skilled & Educated Workforce
A hybrid work option is an invaluable tool for recruitment and retention, especially in hard-to-recruit fields
like Information Technology and Finance/Accounting. Numerous surveysii find that at least one-third of
employees would look for another job if hybrid/remote work was discontinued. The County is best positioned
to attract a skilled and educated workforce with a hybrid work policy in place.
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
4. Environmental Sustainability
Hybrid work allows an employer to reduce its need for office space and utility use, as well as having a
positive impact through reduced commuting miles. For example, hybrid work 2 days/week in the Human
Resources Department saves about 107,000 commuting miles a year, which is around 55.6 tons of CO2
emissions, and around a 10% reduction in each employee’s carbon footprint each year.
5. Organizational Excellence
Hybrid work aligns with progressive workplace practices, including local, statewide, and national trends. The
emerging body of research indicates that, in addition to its positive impact on recruitment/retention and
environmental sustainability, hybrid work has a significant and positive impact on job satisfaction, morale,
and work-life balance. As noted under “Healthy Residents,” hybrid work can also support organizational
excellence by allowing employees to remain productive while preserving health and safety in the workplace
during quarantine periods. Lastly, looking solely at other large counties in Michigan, (Macomb, Wayne,
Washtenaw, Kent, Genessee) all have hybrid work policies.
6. Diversity, Equity & Inclusion
The body of research is expanding continuously but points to hybrid work having a positive impact on DEI
within organizations. For example, employees who are younger, African American, LGBTQ+, nonbinary,
female or who have a disability are more likely to leave their workplace if no hybrid option is provided.iii
Anecdotally, some staff with a disability have reported that, without a hybrid option, they would not be able
to remain employed at Oakland County. As we continue to build out our data systems around DEI, we can
compile and report with more robust information over time.
While hybrid options can enhance DEI in the workplace, we also recognize there are concerns about
ensuring equity for employees working in classifications that are 100% in-person/on-site. We are
undertaking a comprehensive “Inclusive Benefits Assessment” which will include an independent
analysis of the equity impact of hybrid vs. 100% on-site work. We anticipate the assessment will yield
recommendations for aligning benefit offerings to address any identified disparities between those who
work in-person 100% and those with a hybrid option. We hope to have this study completed in the first
quarter of 2024 and will bring forward recommendations for any adjustments.
We have not identified hybrid work having impacts on the KPIs pertaining to livable neighborhoods and public safety
& criminal justice fairness.
i https://www.milmi.org/DataSearch/Unemployment-by-County
ii https://www.forbes.com/sites/lucianapaulise/2022/12/08/the-2022-status-of-remote-work-and-top-future-predictions/?sh=5dca40913108
https://owllabs.com/state-of-remote-work/2021
iii https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/hybrid-work-making-it-fit-with-your-
diversity-equity-and-inclusion-strategy
OAKLAND COUNTY EXECUTIVE DAVID COULTER
Sunil Asija, Director Human Resources
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | OakGov.com
TO: David T. Woodward, Chairman of the Board of Commissioners
Gary McGillivray, Chairperson of the Legislative Affairs and Government Operations Committee
FROM: Sunil Asija, Director of Human Resources
April Lynch, Deputy County Executive
RE: Progress Report on Hybrid Work
DATE: September 25, 2023
Currently 16 of 20 County departments utilize hybrid work in some form. Among those, 19% of full-time
employees (589) have submitted a hybrid work schedule through the Workday system. We anticipate additional
employees utilize a hybrid schedule but may not have a schedule submitted in the system. The Workday system
was not fully implemented at the time hybrid work began but now will be an important tool to track, monitor,
and audit compliance.
Recruitment & Retention
A hybrid work option is an invaluable tool for recruitment and retention, especially in hard-to-recruit fields like
Information Technology and Finance/Accounting. In April 2023, the national unemployment rate hit a 54-year
low of 3.4%, with Oakland County at 1.6%i. The labor market is more competitive than ever before, and wages
no longer win the race for talent. Workplace culture and total compensation are driving forces, with hybrid work
options leading the pack when it comes to recruitment/retention.
Hybrid work is a driving force in Oakland County recruitment & retention, which aligns with local, statewide, and
national trends. Specifically,
• Recruitment staff estimate over a third of applicants will only consider a hybrid schedule.
• At national and local job fairs, hybrid work option is consistently among the most asked about.
• Most applicant calls pertain to whether there is a hybrid work option and/or requests for a listing of
which posting offer hybrid work schedules.
• We consistently receive reports that departments are experiencing turnover due to staff leaving for
better remote work options.
Pre-pandemic 47% of employers offered hybrid work models and presently 75% have settled into hybrid work
with no decrease in sight. Numerous surveysii find that at least one-third of employees would look for another
job if hybrid/remote work was discontinued. In addition to recruitment/retention, hybrid work options improve
job satisfaction, morale, work-life balance, diversity/inclusioniii and sustainabilityiv (commute, building space).
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
Looking solely at other large counties in Michigan, all (Macomb, Wayne, Washtenaw, Kent, Genessee) have
hybrid work policies. A summary is attached, which shows two counties allow departments to determine the
number of remote days without limits, one limits remote work to 50%, one caps remote work at three days per
week and the other at 2 days per week. According to the November 2022 Post-Pandemic Remote Work Survey
by American Society of Employers (ASE), over 88% of employers with remote work limit remote days to either 2
(43%) or 3 days (45%).
Department function, performance, productivity & work culture
Spring 2023 Oakland County surveyed supervisor/manager/director level staff across departments about hybrid
work. The vast majority reported positive outcomes from the hybrid work model, with the benefits far
outweighing concerns. None cited specific issues with department function, performance, or productivity.
Departments noted the benefits of hybrid included better recruitment/retention, job satisfaction/morale, and
better work-life balance. Concerns expressed in the survey results focused on accessibility to the correct
technology, team connectivity, accountability/performance management and fairness (some positions cannot
work hybrid.)
Recommended policy improvements:
Though the existing hybrid policy remains extremely effective, there is an opportunity to improve
implementation going forward. Specifically, it is recommended that more additional requirements be
included pertaining to departmental hybrid work plans, and that departmental plans be reviewed and
submitted annually. Further, with the full implementation of Workday, Human Resources has better
capacity to monitor and report on departmental use of hybrid work options, as well as offer audit and
compliance support.
It is recommended that departmental plans be required to specify:
1. What schedule the department and/or division will allow employees to be remote (maximum
# of days a week)
2. Which classifications within the department are eligible for hybrid work
3. Which classifications within the department are required to be on-site, in-person 100%
4. How managers/supervisors will determine, approve, and monitor hybrid work schedules
5. Whether there will be mandatory in-person collaboration days
6. Whether there are minimum in-person staffing requirements
7. How individual staff productivity and performance will be monitored
8. How customer service standards and operational performance will be monitored
9. Training: Supervisors/Managers with hybrid employees are required to participate in
training on how to effectively manage a hybrid/remote workforce; employees working
remotely must attend training related to “How to Work Best in a Virtual Environment”.
Current policy requires employees using a hybrid arrangement to submit a signed Hybrid Work Agreement and
their schedule. It is recommended that this be updated to specify submission and approval of all hybrid
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
schedules through Workday. HR will audit departments periodically to ensure that up-to-date department plans
are in place and all hybrid employees have filed their schedules.
We also recognize there are concerns about the equity component of those employees who can work a hybrid
schedule versus those who must be on site daily. We are undertaking a comprehensive “Inclusive Benefits
Assessment” which will include an independent analysis of the equity impact of hybrid vs. 100% on-site work.
We anticipate the assessment will yield recommendations for aligning benefit offerings to address any identified
disparities between those who work in-person 100% and those with a hybrid option. We hope to have this study
completed in the first quarter of 2024 and will bring forward additional recommendations for any adjustments.
i https://www.milmi.org/DataSearch/Unemployment-by-County
ii https://www.forbes.com/sites/lucianapaulise/2022/12/08/the-2022-status-of-remote-work-and-top-future-predictions/?sh=5dca40913108
https://owllabs.com/state-of-remote-work/2021
iii https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/hybrid-work-making-it-fit-with-your-
diversity-equity-and-inclusion-strategy
• Younger employees (18–34 years old) were 59 percent more likely to leave than older ones (55–64 years old).
• Black employees were 14 percent more likely than their White peers.
• LGBQ+ employees were 24 percent more likely to leave than heterosexual ones.
• Women were approximately 10 percent more likely than men, and employees who identify as nonbinary were 18 percent more likely
than men and women.
• Employees with disabilities were 14 percent more likely to leave than employees without them.
ivHybrid work 2 days/week in the Human Resources Department saves about 107,000 commuting miles a year, which is around 55.6 tons
of CO2 emissions, and around a 10% reduction in each employee’s carbon footprint each year.
OAKLAND COUNTY EXECUTIVE DAVID COULTER
Sheryl Johnson, Fiscal Services Officer | Fiscal Services
(248) 858-0049 | JohnsonSH@oakgov.com
Executive Office Building 41W | 2100 Pontiac Lake Road | Waterford, MI 48328 | Fax (248) 858-9724
OakGov.com
To: Fiscal Services Staff
From: Sheryl Johnson, Fiscal Services Officer
CC: Kyle Jen, Director, Management and Budget
Subject: Guidelines for Oakland County Hybrid Work Policy
Date: August 15, 2022
August 11, 2022, Human Resources officially announced a Hybrid Work Policy Pilot program via the
home page of Workday. There is training attached to the Workday link with all the information that
employees may find useful.
Fiscal Services is taking this opportunity to put a few guidelines together to help enhance our
collaboration, communication, and teamwork.
• Each employee shall work in the office at least three (3) days a week and hybrid no more than
two (2) days a week.
• Each Supervisor’s area shall have one (1) day a week, when all the employees are in the office
on the same day. For example, the grants supervisor and team will all plan on being in the
office on Wednesday’s. Some may work Mon, Tues, Wed, and some may work Wed, Thurs, Fri,
but all will be in the office on Wednesday.
These requirements will be in place for the six (6) month pilot program. The BOC (Board of
Commissioners) has requested a report after a six (6) month period. Once the BOC has reviewed the
information, a determination will be made whether to continue the program or not. I am hopeful we
will have positive things to report from our new schedule. Please make sure these changes are in
effect by September 1, 2022.
Supervisors – Please compile a report of your staff’s hybrid work schedules and forward them to your
chief as well as me. I would like this completed by September 7, 2022, at the latest.
Thanks everyone for your timely cooperation and dedicated service.
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
IT Hybrid Work and 4x10 Schedule Approach
Overview
The goal is to create a long-term plan and commitment for IT to maintain a sustainable hybrid work
schedule while still focusing on improving our core cultural values of:
• Customer Service
• Innovation
• Collaboration
• Connectedness
• Flexibility
People cannot live in uncertainty about the future of work. It adds undue stress to core job functions. A
sustainable hybrid work schedule is essential for IT. It is not only important for retention but critical for
recruiting. We also need to remain in alignment with the government market for remote work. Based
upon Info Tech Research, almost 75% of government agencies (globally) offer some form of a hybrid
work environment. Our hybrid work model is also aligned with private sector agencies in Michigan.
Based upon an interview with one of our contingent labor suppliers, most hiring agencies in our area are
using a hybrid work environment requiring 2 or 3 days on site. Full remote and full-on site models are
not common.
We will ensure the success of our hybrid work program through quarterly measurements of our
redesigned KPIs. A future consideration for measuring the success of hybrid work for employees could
be a periodic survey to ensure organizational culture, job satisfaction and IT mission are aligned and
embraced through this hybrid work model.
IT Hybrid Work and 4X10 Parameters
As a rule, Supervisors and above will be required to be onsite at least 2 days a week and 4x10 schedules
will be removed. Those staff eligible for remote work will be required to be onsite at least 2 days per
week (regardless of a 5x8 or 4x10 schedule) and 4x10 schedules will be decided by Day 90.
Work schedule 5x8 (Day 90) 4x10 (Day 90)
On Site
minimum
Remote
maximum
On site
minimum
Remote
maximum
IT Executive 2 3 N/A N/A
Director/Manager 2 3 N/A N/A
Chief 2 3 N/A N/A
Supervisor 2 3 N/A N/A
Staff Eligible for Remote 2 3 TBD, until
Day 90 - 2
TBD – until
Day 90 - 2
Staff Not Eligible for Remote 5 0 4 0
Guidelines:
• For those not eligible for remote work and non-local contractors, there will be no change to
everyday functions, responsibilities, schedules, and duties.
• For those eligible for remote work, in addition to aligning to the schedule in IT Hybrid Work and
4x10 Parameters, the following guidelines will be observed:
o Remote days should adhere to a set schedule whenever possible. Allowances for special
circumstances can be made with direct leader approval.
o During times of unexpected events (inclement weather, etc), the IT Executive Team may
decide to have everyone work remote to ensure safety while still delivering IT Service.
o For the leadership team, the following on site coverage requirements exist:
▪ IT Executives, Directors and Managers – at least one person on site each
weekday
▪ Chiefs and Supervisors – at least one person (Chief or Supervisor) from each
functional area (Application Services, CLEMIS and TSN) on site each weekday
o Managing illness is essential for all employees. If you are sick, please use PTO to ensure
proper care, your health is of primary concern. Remote work should not be used in
place of your health.
o Special, ad-hoc allowances for additional remote work may be granted with the
approval of the direct leader.
• Wednesdays will be set aside as an everyone on site day.
• Day 30 for Supervisors, Chiefs, Managers, Directors, and the IT Executive Team 4x10 work
schedules will be removed. Team members 4x10 work schedules will be evaluated on Day 60
with a final resolution by Day 90.
Proposed Rollout:
The rollout will be phased, moving us from a fully remote workforce to being compliant with the
guidelines above over a span of 90 days:
Plan Day 1-29 Days 30-59 Days 60 -90 Day 90
Team Plans for the new schedule
One Day Onsite Per Week, Supervisor,
Chief, Manager and IT Executive remove
4x10 schedules and all go 5x8
Two Days Onsite Per Week, Begin and
evaluation of team member 4x10
schedules
Final resolution on team member 4x10
schedules
Key features for the rollout:
• Provide a window for team member to plan their return to the office schedule. The last three
years has dynamically changed the way we operate, and people need time to plan and adjust.
• Leaders are encouraged to change team meetings, one on one meetings, and project meetings
to on site days to improve connectedness with the team.
• Flexibility will be enabled by direct leaders while ensuring compliance to the hybrid work
parameters.
Risks:
Below are some of the risks identified with this approach that we need to be prepared for as this
change rolls out.
• People including team members and their families have battled depression due to
COVID and these changes could create problems with this change because it adds stress.
o Mitigation: Leverage Encompass EAP for Team Members, alert contract house
of the potential change to be about to support their folks.
• Merit System Rule Questions/Violations (for example not everyone treated equally)
o Mitigation: Partner with HR for help on assessing the Merit System risks with
this approach before rollout. After rollout, full support from the County
Executive Team with this approach.
• Exodus of Team Members and Contractors – there is a chance that people will leave.
Info Tech Research has supported the potential for this:
o New York City – mandated everyone come back on site 100% of the time or they
would lose their job. There was a mass exodus. Jobs could not be filled. They
moved to a hybrid schedule and jobs remain unfilled.
o A Community in Ohio – each department set forth a policy for remote work
(some hybrid, some full remote, some full on site) – they found everyone
migrated to the full remote department and applied for their open positions
leaving gaps in the team.
o Industry tidbit: They are seeing people change careers and job families (for
example moving from IT to HR) in order to get a remote position.
o Mitigation:
▪ Ensure a slow rollout of this process (ease back into it)
▪ Create the narrative of why this is important not just for IT but for the
County (WIIFM)
▪ Monitor through the phases of the rollout and be prepared to slow or
change the strategy based upon initial feedback.
Appendix
Info Tech Analyst Guidance:
• Change Management is the key to the success of this effort.
• Starts with a purpose/concrete reason. For Oakland County:
o Innovation
o Collaboration
o Connectedness (this is the only drawback to remote work in recent surveys)
• You will need statistics to measure our progress. We didn’t have them to prove whether or not
remote work was successful, so you need metrics to prove what it did do. For Oakland County:
o Tie to the new KPIs
▪ Customer Service
• Survey
• Resolution in One Call
• Hybrid work is the number one tool for retention and hiring. Even with the layoffs in the IT field,
people are not considering jobs that are not hybrid/remote.
• We need to define what it means to embrace the hybrid work environment and have this
cascaded from Sr. Leadership (Sean, April, etc). They need to show they embrace it. The policy
should be enabling and flexible for people to meet their needs (that is what they want).
• Key attributes of hybrid work:
o As a government, we need to have a hybrid work environment to be on market. Over
70% of governments have a hybrid policy. Only 5% of governments have remote only.
The remaining percentage are on site only.
o Hybrid work helps with diversity, equity and inclusion…single parents, people with
disabilities.
Corporation Counsel Hybrid Schedule Policy
Page | 1
Purpose Corporation Counsel encourages the use of hybrid work arrangements when appropriate and when in alignment with the needs of the department without compromising work performance, productivity, or collaboration. The purpose of this policy is to establish expectations and guidelines related to these work arrangements. Scope This policy applies to all Corporation Counsel employees whose job duties and responsibilities are suitable for a hybrid work arrangement. An employee may be considered for a hybrid work arrangement only if their position is eligible for hybrid work and management agrees that hybrid work is appropriate for the individual. Communication & Collaboration/Office Etiquette Employees are expected to maintain active channels of communication to help identify problems sooner, build trust, drive collaboration, and promote engagement. To ensure effective communication, employees are expected to:
• Manage and maintain their Outlook calendar with current meetings, appointments, etc.
• Ensure their Microsoft Teams application is open and available for responding to chats and calls made by supervision, peers, clients and/or other County employees
• Regularly check County equipment (Teams or cell phones) for calls or voicemails and return messages in a timely manner Work Schedule & Availability The standard hybrid work arrangement schedule is based on a five-day workweek and designates that an employee must work a minimum of three days in-office and two days remotely. If an employee’s schedule deviates from the standard five-day workweek, an alternative hybrid schedule will be determined. Employees requesting a temporary adjustment/accommodation in their schedule for appointments or other circumstances can do so by submitting their request to management for review. If an adjustment/accommodation is approved, the employee may be subject to work in-office on an otherwise “remote” designated day dependent on operational needs and at management’s discretion. Employees requesting a permanent adjustment from their Hybrid schedule due to a medical condition should contact Labor Relations and follow the County's Americans with Disabilities (ADA) County policy for requesting an accommodation. Employees requesting a permanent adjustment from their Hybrid schedule due to non-medical circumstances are to continue to submit those requests to Corporation Counsel Management to be reviewed on a case-by-case basis. Employees must be available for meetings while working remotely and may be required to be physically present for staff and other in-person meetings or events even if they occur on a day that they normally work remotely. In the event an employee is required to work in the office on an
Corporation Counsel Hybrid Schedule Policy
Page | 2
otherwise scheduled remote workday, they may discuss a replacement remote workday with management as an alternative.
Inclement Weather If during inclement weather the County announces campus closings, delayed openings, or modification of operations due to inclement weather, covered employees will work remotely at management’s discretion. Continuation All remote and hybrid work arrangements are evaluated on an ongoing and periodic basis. At minimum, these arrangements are assessed at six-month intervals to ensure that each employee’s quality of work, efficiency, and productivity are not compromised. _____________________________________________ ______________________ Employee Signature Date _____________________________________________ ______________________ Management Signature Date
Hybrid Work Policy - BOC
With approval from the division supervisor, Chief of Staff and Board Chair - and provided that individual
performance levels are met - employees will generally have the option of working remotely up to three
days per week. This option may not be available during weeks with meetings or events requiring in-person
attendance.
Please note that there is an expectation of flexibility as we endeavor to successfully implement this hybrid
working arrangement.
Employees reporting to the office three or more days per week will maintain a permanent, designated
workstation.
Employees reporting to the office two days per week will, generally, not have a permanent workstation
and will make use of designated shared space when working in the office.
Going forward, this policy of hybrid model of in-person and remote work provides us with an opportunity
to restructure our use of office space. It will require certain technology to be in place to enable hoteling
and shared use areas.
Please note:
•Implementation of this Hybrid Work Policy does not guarantee it as a permanent option.
•This Policy will be modified as needed and as enabling technology and space availability evolves.
•This Policy may be discontinued at any time.
•Staff members are expected to modify in-office and remote-work days upon request.
•Staff is expected to prioritize schedules around BOC events, meetings and upon commissioner
request; some days/events may be designated as office-required.
2024 HUMAN RESOURCES HYBRID WORK PLAN
1. Human Resources will allow up to a maximum of two remote workdays per week for eligible
classifications.
2. The following classifications in Human Resources are eligible for hybrid work:
• Director
• Deputy Director
• Chief Employee & Labor Relations Officer
• Manager
• Human Resources Business Partner
• Marketing & Communications Officer
• ERP Administrator
• Supervisor
• Absence Management Administrator
• Central Employee Records Coordinator
• Project Advisor
• Wellness Coordinator
• HR Coordinator
• Employee Records Specialist (when NOT assigned to front desk/receptionist)
• Employee & Labor Relations Specialist
• Employee & Labor Relations Specialist - Senior
• Human Resources Analyst
• Human Resources Analyst – Senior
• Employee Benefits & Retirement Specialist
• Employee Benefits & Retirement Specialist – Senior
• Associate Recruiter
3. The following classifications within Human Resources are required to be on-site, in-person 100% of the
time:
• Supervisor Administrative Services - Labor Relations
• Office Support Clerk
• Office Support Clerk – Senior
• Employee Records Specialist (when assigned to front desk/Reception)
• Student
• Intern
4. Each HR unit supervisor/manager will engage with their team to determine preferred remote days.
Remote work schedules will be determined in a manner that ensures proper coverage, customer
service, and internal fairness. For example, if all members of a unit request Friday as a remote day,
the supervisor may wish to assign that day on a rotational basis, so all team members have a remote
Friday periodically.
HR Supervisors/Managers will review and approve hybrid work schedules for employees in hybrid-
eligible classifications. If eligible employees have been denied a hybrid work option, HR Managers
will ensure there is a valid, documented reason for doing so.
HR Supervisors/Managers will periodically audit employee hybrid schedules approved through the
Workday system for compliance with the Hybrid Work Policy.
5. Each operational unit is required to set a minimum of one mandatory in-person collaboration day
where the entire unit’s team is present in-person on the same day each week. Collaboration day(s)
schedules are to be reported to the Human Resources Director.
6. Each operational unit is required to have one person scheduled on-site in-person each day of the
week. In cases of illness or other urgent circumstances there may be a lapse in-person coverage
within a unit. This should be a very rare occurrence. Repeated lapses in coverage may result in the
unit being removed from hybrid eligibility as determined by the HR Manager.
7. Individual staff productivity and performance will be monitored as follows:
➢ Through the established formal performance review process (Workday performance
management)
➢ Supervisors will maintain a close understanding of the work tasks/projects assigned and
overall productivity of remote employees
➢ Supervisors will closely monitor the quality and volume of work completed by remote
employees
➢ Supervisors will remain aware of how responsive remote employees are to internal and
external customers
➢ Supervisors will promptly alert remote employees of performance or productivity issues
➢ Supervisors will revoke remote work approvals where performance or productivity warrants
8. Department customer services standards and operational performance will be monitored as follows:
➢ Closely monitoring changes in established Key Performance Indicators and other metrics
used to monitor operational performance and customer satisfaction
➢ Track ALL complaints regarding customer service/performance issues and identify if the
complaint is associated with a remote worker or on-site employee
➢ Compile and analyze data to determine if there is evidence that remote work is negatively
impacting service or performance
9. Supervisors will participate in training on how to effectively manage a hybrid/remote workforce.
Employees working with a hybrid schedule will participate in training on general topics associated
with how to deliver great customer service and maintain top productivity while working remotely, as
well as any individual training on specific software or applications.
In addition to the above:
o Supervisors will provide a preference in workstation location for employees who work onsite 100%
o Supervisors will ensure each employee working remote has a basic mastery of Microsoft Teams,
Sharepoint, and other tools needed to maintain productivity and performance
o Supervisors will identify and define communication methods with remote employees (text, cell
phone, email, Teams, etc.)
o Supervisors will clearly communicate expectations for responsiveness (i.e., if you are going to be
away for more than 10 minutes except normal lunch break let me know, etc.)
o Supervisors will strictly enforce rules about using paid time off to cover absences for remote workers
o Supervisors will regularly connect with employees who are working remotely to ensure they have
the tools and resources they need to remain productive and effective in their work
o Supervisors will provide the same direction, coaching, assistance, and development to remote
employees as they do on-site employees
o Employees will submit a signed Hybrid Work Agreement and schedule in Workday for approval and
only work remote so long as current, approved hybrid schedules are in the system
o Employees will remain available for internal/external customer service, collaboration, and meetings,
as if they were on-site
o Employees will post remote work schedule at their workstations
o Employees will utilize the “follow me” function of the VOIP telephone system and answer calls LIVE
whenever possible
o Employees will respond promptly to all communications during work hours
o Employee will have the level of mastery needed in Microsoft Teams, Sharepoint, and other tools
necessary to work effectively from a remote location
o Employees will always practice remote work etiquette
WRC Remote Work Policy
1 of 5| Revised April 26, 2022
WATER RESOURCES COMMISSIONER’S OFFICE REMOTE WORK POLICY
INTRODUCTION
This policy is intended to provide employees with a comprehensive overview of our plan
to implement a remote work option for our organization. The culmination of a dedicated,
cooperative effort, the policy is designed to embrace the current trend of providing a
remote work environment to our workforce made available by advancements in
technology and the widespread adoption of this work arrangement.
The regimen of a remote work format was realized during the COVID-19 pandemic. An
unprecedented response was adopted to keep the essential functions of our office in place
while protecting, to the extent possible, our customers and staff. The specific measures
that this policy addresses include establishing a hybrid of both remote and in- person work,
performance metrics to ensure that we continue to work effectively, and the setting of
expectations that will be required for approval of a remote work schedule.
Oakland County is a public employer funded by residents and businesses and therefore it
is important that Oakland County employees live in or within a reasonable distance of the
region they serve. This remote work policy is consistent with the national trend to provide
the workforce with an innovative way to complete essential job functions. This program
will deliver a sustainable remote work option to our staff, address the expectations of our
customers, and preserve the collaborative culture of our organization.
POLICY OVERVIEW
Remote work is defined as performing regular duties for the Oakland County Water
Resources Commissioner’s Office (WRC) from an off-site location, generally in the
employee’s home. The employee is expected to be able to perform all or most of the job
functions of the position from this off-site location.
The WRC considers remote work to be a viable alternative work arrangement in cases
where employee and job characteristics are best suited to such arrangement. Remote
work in no way changes the terms and conditions of employment. All remote work
arrangements require preliminary approval from an employee’s supervisor and
Department Manager, and final approval from the Chief Manager. Suitability will be
determined based upon the criteria listed below. It is important to note that remote work
arrangements are conditional and may be temporarily or permanently altered or
terminated for any reason, including but not limited to, business or department necessity,
a decline in employee performance, behavior concerns such as a lack of professionalism,
poor judgment, ineffective problem-solving skills, or policy violation(s).
WRC Management will consider an initial remote work schedule for new employees based
WRC Remote Work Policy
2 of 5| Revised April 26, 2022
upon the employee’s position, prior remote work experience and/or geographic location.
New WRC employees may be required to have flexibility to work remotely and in-person
until any needed training is complete, at which time they may request a formal remote
work schedule.
Remote work is available only to eligible employees, at WRC’s sole discretion. Remote
work arrangements are not an employee benefit intended to be available to the entire
organization. As such, no employee is entitled to, or guaranteed the opportunity to work
remotely.
REMOTE WORK REQUEST AND APPROVAL PROCESS
1. Employee determines if they are eligible to request a remote work arrangement
based upon the criteria outlined in this policy.
2. If eligible, employee completes the Remote Work Request Form and turns it in to
their direct Supervisor or Manager for review, feedback, and approval.
3. Supervisor/Manager reviews Remote Work Request Form and
a. Approves as written, or
b. Returns to employee for revisions before approval is granted, or
c. Denies request.
4. Once Supervisor/Manager approves the employee’s request, the Remote Work
Request form is forwarded to the Chief Manager for final approval.
5. Once the Chief Manager approves the employee’s request, a Remote Work
Agreement is completed and forwarded for signature. This document outlines the
expectations, terms, and conditions for the remote work arrangement. Executed
Remote Work Agreements will be added to the employee’s personnel file.
Suitability Determination:
• Before entering into a Remote Work Agreement, the employee and supervisor,
with oversight from WRC Managers, will evaluate the suitability of such an
arrangement paying particular attention to the following:
a) Position Suitability – WRC Management will determine if the job is
appropriate for a remote work arrangement based upon essential
functions of the position. These determinations will be made in advance
whenever possible.
b) Employee Suitability – Employees who request a remote work
arrangement must be meeting established timelines and defined
benchmarks, complying with current attendance standards, effectively
managing work time, and assigned tasks, demonstrating professionalism,
and exercising sound judgment and problem-solving skills. A Manager or
Supervisor may require the employee to submit regular status reports or
other information to help evaluate workload and performance.
c) Remote Workspace Suitability – Employees must have access to a remote
workspace that is free from distraction. It must meet all WRC equipment
WRC Remote Work Policy
3 of 5| Revised April 26, 2022
requirements and provide secure storage for WRC-related documents.
REMOTE WORK STANDARDS AND EXPECTATIONS
Remote Work Schedule:
• Employees may request up to three remote workdays per week and unique
exceptions may be considered by WRC Management. Supervisors will work with
employees to develop a standard, predictable schedule of in-person and remote
workdays based upon employee preference and department need.
• Approved remote work schedules do not exempt an employee from attending
mandatory in-person meetings, trainings, or other work commitments. Advanced
notice of these mandatory in-person events will be provided whenever possible.
Employees may work with their Supervisor/Manager to adjust their remote work
schedule for weeks when a conflict occurs. Mileage to and from the office from an
approved remote work location is not eligible for reimbursement.
• Employees are responsible for clearly identifying their work hours, work location
and contact information for each week using WRC’s online calendaring system.
• Regardless of work location, employees are expected to work the same hours
remotely as they do while in the office.
• Employees are not permitted to perform personal business or activities or
secondary employment during designated remote work hours (excluding defined
break periods). Personal business includes, but is not limited to, caring for
dependents and performing other personal or home duties.
• Non-exempt employees are expected to track and report their work hours each
day. In the event that overtime is anticipated while working remotely, it must be
discussed and approved in advance with the employee’s supervisor, just as any
overtime scheduling would normally have to be approved.
• The remote work arrangement does not change the time-off request and approval
process.
Remote Work Environment and Expenses:
• An employee requesting a remote work arrangement will be required to have a
workspace that is free from distraction in their approved remote work location.
Remote workspaces must contain secure storage. It is understood that WRC
equipment and/or materials at a remote work location are for the exclusive use of
WRC employees.
• The WRC may provide employees who are approved for a remote work
arrangement with a laptop, up to two monitors, a docking station, and a WRC-
issued phone (if needed). These items remain the property of OAKLAND COUNTY
and must be serviced and/or returned upon request. OAKLAND COUNTY will be
responsible for insurance and maintenance of all provided equipment.
• Printing should be done on WRC printers in the office. Any personal printers and
their associated costs and support needs are the responsibility of the employee.
WRC Remote Work Policy
4 of 5| Revised April 26, 2022
• Reliable, high-speed internet is required to allow for the timely completion of
tasks and full participation in virtual meetings (with reliable audio and video). If
the internet speed is not sufficient, employees will be required to increase the
speed of their internet or perform their work in-person. Internet costs are the
responsibility of the employee.
• When participating in a meeting remotely, employees must be able to present a
business-like impression, which requires adherence to the WRC dress code, and a
quiet, private location with a WRC virtual background enabled whenever possible
and when not possible an appropriate professional background. It is expected that
cameras will be operational and in use for all virtual meetings unless otherwise
indicated.
Dependent Care:
• Employees working remotely must have dependent care arrangements (if
applicable) during scheduled work hours. It is imperative that alternate dependent
care arrangements are made in the event that remote workdays are adjusted due
to business or department needs, mandatory in-person events, vacation coverage,
etc.
Tax Considerations:
• It will be the Employee’s responsibility to determine any tax implications of
working from a remote location. Neither OAKLAND COUNTY nor the WRC will
provide tax advice or guidance.
Evaluation of Remote Work Arrangements:
• Employees who are working remotely are expected to participate in all studies,
inquiries, reports, and analyses relating to this work arrangement if requested.
Termination of the Agreement:
• Either the WRC or the Employee may terminate a Remote Work Agreement for
any reason. When possible, reasonable notice of a change to or dissolution of a
current Remote Work Agreement will be provided by the WRC or by the employee.
• Neither OAKLAND COUNTY nor the WRC will be responsible for costs, damages, or
losses resulting from the cessation of a remote work arrangement.
APPEAL PROCESS
If an employee disputes the denial of a Remote Work Request or the cessation of a
previously approved Remote Work Agreement by their Supervisor or Manager, an appeal
can be made to the WRC Management Team for reconsideration. The WRC Management
Team, at a minimum, consists of WRC Managers and Special Project Managers. If an
employee disputes the decision made at this level, an appeal can be brought before the
Chief Manager for a final determination. Employees who have been denied a remote work
WRC Remote Work Policy
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arrangement, or who have had their previously approved Remote Work Agreement
cancelled, are eligible to submit a new Remote Work Request form after three months’
time.
RELATED DOCUMENTS
• Remote Work Request Form
• Remote Work Agreement
• Eligible Remote Work Position Listing
HYBRID WORK POLICY
October 10, 2023
1
Progress Reports
2
Most (16 of 20 departments) utilize hybrid work in some form
Ø 589 employees currently have a hybrid schedule in the Workday system
Hybrid work enhances strategic goals
Ø Thriving & Inclusive Economy
Ø Healthy Residents
Ø Skilled & Educated Workforce
Ø Environmental Sustainability
Ø Organizational Excellence
Ø Diversity, Equity & Inclusion
Hybrid has become essential for recruitment & retention
Other large counties (Macomb, Wayne, Washtenaw, Kent, Genesee) utilize hybrid
Recommended Policy Improvements
3
Require annual submission of a structured departmental plan to include:
ü Specifics on schedules, collaboration days, minimum in-person staffing
ü Productivity and performance standards and monitoring
ü Training for how to supervise/manage hybrid employees and how to work
effectively in a virtual environment
ü HR support for monitoring/auditing department work plans and schedule
submissions
Going Forward
4
•Capacity & systems are now available to better track & reports (Workday,
Clearpoint)
•Comprehensive inclusive benefits study will cover hybrid/on-site equity
questions
Questions?
5