This Policy and Procedure are under review to capture the terms of the UQ Enterprise Agreement 2021-2026. Updates will be made in due course.

Policy

Flexible Work - Policy

Printer-friendly version
Body

1.0    Purpose and Scope

1.1    Purpose

The University of Queensland (UQ or the University) is committed to maintaining a vibrant University environment, while also accommodating flexible work for staff.

The University recognises the importance of staff being physically present on University sites to:

  1. maintain a vibrant atmosphere;

  2. maximise the student and staff experience;

  3. build productive teams and strengthen organisational culture;

  4. enable the exchange of ideas; and

  5. maintain a functional campus/site environment.

At the same time, the University acknowledges that flexible work helps to attract, retain and support staff needs at different career and life stages. The University also acknowledges that there may be some environmental, financial, space-saving, productivity and health and safety benefits associated with different modes of flexible working arrangements.This policy outlines the principles and legislative framework that underpin the University’s approach to flexible work and the different types of flexible work that may be made available to staff. Staff may make a request for flexible work in accordance with:

  1. where eligible, a flexible working arrangement under the Fair Work Act 2009 (Cth) (Fair Work Act) – see section 3.0 and section 2.2.1 of the Procedure.

  2. UQ’s workplace flexibility request process – see section 2.2.2 of the Procedure; or

  3. UQ’s local flexibility request process – see section 3.3 of the Procedure.  

1.2    Scope

This policy applies to all academic and professional staff.

2.0    Principles and Key Requirements

In this policy:

Flexible work is any approved variation to the standard daily or weekly work pattern within a workplace.

A flexible working arrangement is flexible work that has been approved following a request by a staff member under the Fair Work Act.

Workplace flexibility is flexible work that has been approved following a request by a staff member made under this policy that is not a request made under the Fair Work Act.

Local flexibility means flexible work practices implemented by a manager for a team or Organisational Unit that their staff may request to participate in.

The University may consider requests for the types of flexible work set out in the Appendix.

Flexible work may also be implemented by the University in response to matters, including but not limited to:

  1. unexpected or crisis situations;

  2. work health and safety reasons; or

  3. accommodating changes to the University’s built environment.

3.0    Requests under the Fair Work Act

The Fair Work Act grants a staff member the ‘right to request’ a flexible working arrangement if they:

  1. have completed at least 12 months of continuous service at the University¹; and

  2. have one of the following circumstances:

    1. are a parent of or have responsibility for the care of a child who is of school age or younger;²

    2. are pregnant;

    3. they provide personal care, support and assistance to someone that has a disability, medical condition or mental illness or who is aged and frail in accordance with the Carer Recognition Act 2010 (Cth);

    4. have a disability;

    5. are aged 55 years or older;

    6. are experiencing family or domestic violence from a family member; or

    7. are providing care and support to a member of their immediate family or household who is experiencing family or domestic violence; and

  3. would like to change their working arrangements because of one or more of these circumstances.

Requests will be considered by the University but may be refused on reasonable business grounds.

4.0    Other requests for flexible work

Staff who do not meet the ‘right to request’ criteria may request workplace flexibility or local flexibility.

These requests will be considered in accordance with the requirements in the Procedures.

5.0    Principles

The following principles underpin the University’s approach to flexible work.

5.1    General Principles

  1. Where staff are entitled to make a request for a flexible working arrangement under the Fair Work Act, requests will be considered but may be refused on reasonable business grounds.

  2. If staff members do not meet the criteria in the Fair Work Act, they may make a request for workplace flexibility that will be considered on a case by case basis in accordance with the guidelines in the Procedure.

  3. Flexible work may also be implemented locally within a team, Organisational Unit or function. Staff members may make a request to participate in a local flexible work practice applicable to them that will be considered on a case by case basis in accordance with the guidelines in the Procedure.

  4. Ordinarily, a staff member may only request up to two amendments to their work arrangements per year.

5.1.1    Flexibility principles

  1. Some roles and tasks require a physical presence in the workplace due to the nature of work undertaken, such as roles which:

    1. are ‘hands on’ in nature;

    2. involve face-to-face interaction with stakeholders and students (for example, teaching, student supervision, academic advising, and engagement) where the services cannot be offered remotely and/or the quality of service would be diminished if provided remotely;

    3. involve engaging with students during on-campus events and activities as a way of promoting student engagement, personal connection, and community belonging;

    4. involve the use of equipment, technology, samples, products, facilities and/or systems that can only be accessed onsite; and/or

    5. require the face-to-face supervision of other staff.

  2. Campus delivery is the default option.

  3. While some roles might accommodate some form of flexibility, the nature of certain roles and teams can limit the applicability of some types of flexible work. As such, some staff may have greater access to different modes of flexible work than others.

  4. Flexible work that incorporates hybrid working must balance time spent at home with having an on site presence. On average, more time must be spent on UQ sites than at home, unless there are exceptional circumstances which prevent this from occurring.

  5. Decisions about meeting organisational objectives (for example, decisions about modes of course delivery) should be made to maximise organisational outcomes rather than on the flexibility requirements or preferences of individual staff members.

  6. Performance is defined by outcomes and achievements. The University expects that staff will fulfil the requirements of their role and work in the interests of the University, irrespective of when and where work is undertaken.

  7. Flexible working arrangements, approved workplace flexibility and local flexibility are temporary and do not override the terms of employment set out in a staff member’s contract of employment.

5.1.2    Staff Responsibilities

Staff who have a flexible working arrangement under the Fair Work Act, approved workplace flexibility or approval to participate in local flexibility:

  1. are responsible for adhering to relevant work, health and safety requirements, including adhering to the principles of the Alcohol and Other Drugs Policy when working from home;

  2. will assume the costs of additional equipment/facilities not already supplied by the University based on role specific requirements and of any home and contents insurance cover required for additional equipment/facilities that they purchase for the purpose of undertaking the arrangement;

  3. may be required to modify their working arrangements to participate in planned activities, events or meetings and during specific periods of peak activity where work is required to be conducted on site;

  4. are required to clearly advise others of their availability and working timeframes (for example, through email, out of office notifications and other technological communication methods);

  5. are expected to be contactable and available during agreed work times;

  6. will comply, if they are a professional staff member, with the Attendance, Hours of Work and Overtime (Professional Staff) Procedure when working from home;

  7. will access Personal Leave (Sick and Carer’s) when working from home, if they are not fit for work, because of personal illness or injury, or if they need to provide care or support to a member of the staff member’s immediate or extended family, household, or significant other;

  8. may have office allocations and/or other space and facilities adjusted accordingly;

  9. will be paid at ordinary rates, if voluntarily working outside the standard spread of hours (including weekends), set out in UQ’s Enterprise Agreement as part of their flexible working arrangement, approved workplace flexibility or local flexibility; and

  10. must otherwise work within the span of hours applicable to their position in the Enterprise Agreement, unless the approval of their manager has been obtained in advance.

5.1.3    Management responsibilities

  1. Executive Leaders are responsible for determining the feasibility of different types of flexible work within their organisational context. Feasibility considerations should be based on the role and team requirements within functional areas and/or teams rather than personal preferences or views.

  2. Managers are responsible for determining whether to approve or deny requests for flexible work.

  3. Advertised roles should include clear information about the potential applicability of flexible work options so that potential candidates can make an informed choice before applying for a position.

  4. A staff member will not be disadvantaged by requesting or being afforded access to flexible work.

5.1.4    Duration and review

Flexible working arrangements under the Fair Work Act, approved workplace flexibility and local flexibility:

  1. can be requested and implemented for up to 12 months at a time, which may include a trial period (usually three months) to determine whether it meets the needs of both parties;

  2. can be extended by agreement at the end of the 12 month period, for a further 12 months if a request is made by the staff member (including by way of discussion with their manager) as set out in the Procedure;

  3. will be reviewed regularly by the staff member and their manager to determine ongoing viability (which may occur during the Annual Performance & Development review process).  This may result in amendments or cessation;

  4. can be ceased at a manager’s discretion (unless a notice period set out in the Enterprise Agreement applies to the particular staff member), including if the arrangement is no longer workable and discussions have been unable to resolve the issues, or for performance related reasons; and 

  5. do not transfer from one position to another.

5.1.5    Requests to work from an interstate or overseas location

  1. Due to tax implications, insurance requirements and other considerations, requests for flexible work that involve working from an international location will be permitted only in exceptional circumstances. Managers will not consider such a request until the staff member has provided their manager with confirmation that the proposal has been considered and received preliminary approval from an officer at management Level 2 or above.

  2. Requests for flexible work that involve working from an interstate location for extended periods of time and/or as a principal place of work will only be permitted in exceptional circumstances. Managers will not consider such a request until the staff member has provided their manager with confirmation that the proposal has been considered and received preliminary approval from an officer at management Level 3 or above.

5.1.6    Role of Human Resources

Human Resources has a role in advising managers and supporting staff regarding the application of this policy and will provide support when managers are considering denying a request for a flexible working arrangement.  Human Resources will monitor the implementation of the policy including assessing consistency of approach across the University and any concerns raised.

6.0    Roles, Responsibilities and Accountabilities

6.1    Employees

A staff member undertaking flexible work must adhere to the terms and conditions of their employment, University policies and relevant legislation.

6.2    Managers

Managers are responsible for:

  1. managing flexible work whilst maintaining service delivery, effective team culture and contributing to a vibrant campus;

  2. responding to requests for flexible working arrangements under the Fair Work Act in accordance with the provisions of the Fair Work Act within 21 days;

  3. responding to requests for workplace flexibility or approval to participate in local flexibility in a timely manner;

  4. where necessary, intervening to resolve any issues or conflicts pertaining to workplace flexibility; and

  5. ensuring advertised roles have a clear statement regarding flexible work options potentially available in the role.

6.3    University Senior Executive Team

The University Senior Executive Team (USET) are accountable for enabling and monitoring flexible work and providing strategic governance, transparency, and oversight of flexible work matters. USET are responsible for providing leadership and oversight of flexible work within their area of functional responsibility.

6.4    Human Resources

Human Resources are responsible for:

  1. ensuring that requests for flexible working arrangements meet the obligations under the Fair Work Act;

  2. providing advice and support regarding the application, approval, management, and implementation of requests for flexible work;

  3. assisting managers to deal with requests made for flexible working arrangements or workplace flexibility;

  4. monitoring the uptake of and outcome of requests related to flexible working arrangements or workplace flexibility for annual reporting purposes;

  5. responding to staff complaints pertaining to flexible work; and

  6. assisting managers with implementing local approaches to flexible work.

7.0    Monitoring, Review and Assurance

The Chief Human Resources Officer is responsible for monitoring and assurance of compliance with legislative obligations, assessing compliance with this policy and reporting the uptake of flexible work on an annual basis.

8.0    Recording and Reporting

Human Resources manage the recording and reporting processes for all flexible working arrangements, approved workplace flexibility and local flexibility.

9.0    Appendix

9.1    Types of Flexible work

The types of flexible work available are subject to the provisions of UQ’s Enterprise Agreement. 

Type of Arrangement

Other names

Description

Flexible Working Hours

Variable working hours; Flexible Work pattern

Any variation to the standard working hours for the work area and/or working a set number of hours over a shorter or longer period of time.

Working from home (WFH)

Telecommuting

Remote work/Hybrid work

Working in any location other than the standard designated workplace.

Purchased Leave

Additional bought leave (Voluntary)

A staff member may request to purchase up to 4 weeks of additional leave over a 12 month period.

Part-time Hours

Reduced hours

Any formal, routine reduction to the standard number of paid hours worked within a pay period.

Job-share

Two or more people sharing a position

Two or more part-time staff fulfil the requirements of one full-time position.

Nine-day fortnight³

(HEW 1 – 7)

Accrued time

Compressed working hours

Working additional hours one week to accrue a shorter day on the following week with a maximum hours per day of eight (8) hours 30 mins.

19-day month³

(HEW 1 – 7)

Accrued time

Compressed working hours

Staff may work 40 hours 30 mins per week or 145 hours per four (4) weeks, with maximum hours per day of eight (8) hours 30 mins.  

Voluntary Banked Time (VBT)

(HEW 1 – 7)

Accrued time

Compressed working hours

Staff may work 45 hours 15 mins per week or 942 hours 30 mins per 26 weeks, with a maximum hours per day of nine (9) hours.  Staff may accumulate a maximum of nine (9) hours VBT credit in any one (1) week period and should not accumulate a VBT balance in excess of 36 ¼ hours unless pre-approved. 

Flexi-time

(HEW 1 – 7)

Accrued hours

Staff may work 40 hours 30 mins per week or 145 hours per four (4) weeks, with a maximum hours per day of nine (9) hours.  Staff may accumulate a maximum of four (4) hours of flexi-time in any one (1) week period and should only carry over a balance of 7 hours 15 minutes each fortnight unless pre-approved.

9.2    Definitions

Executive Leaders - executive leaders at Management Level 3 as outlined in the Human Resources Sub-delegations Instrument.

Reasonable business grounds - for the purposes of considering and responding to a request for a flexible work arrangement under the Fair Work Act, will include that:

  1. the new working arrangements requested would be too costly;

  2. there is no capacity to change the working arrangements of other staff members to accommodate the new working arrangements requested;

  3. it would be impractical to change the working arrangements of other staff, or recruit new staff, to accommodate the new working arrangements requested by the staff member;

  4. the new working arrangements requested by the staff member would be likely to result in significant loss of efficiency or productivity; or

  5. the new working arrangements requested by the staff member would be likely to have a significant negative impact on customer service.

Staff - continuing, fixed-term, research (contingent funded) and casual staff members.

Working from home or hybrid working - working at a non-University location.

9.3    Legislative Framework

Fair Work Act 2009 (Cth)

Work Health and Safety Act 2011 (Qld)


¹ For casual employees, the employee must – immediately before making the request – have been employed as a regular casual employee for a sequence of periods of employment during a period of at least 12 months and have a reasonable expectation of continuing employment by the employer on a regular and systematic basis.

² For clarity, in Queensland, a child is considered school age from 6 years and 6 months until they turn 16, or they complete Year 10 (whichever comes first).

³ This is only available for HEW Levels 1-7 per Enterprise Agreement. Manager discretion applies for HEW Levels 8-9.

Custodians
Chief Human Resources Officer

Procedures

Flexible Work - Procedure

Printer-friendly version
Body

1.0    Purpose and Scope

This procedure outlines the process for administration of and governance considerations for implementing flexible working arrangements at The University of Queensland (UQ or the University). This procedure should be read in conjunction with the Flexible Work Policy.

This procedure applies to all UQ staff. 

2.0    Process and Key Controls

Flexible work is any approved variation to the standard daily or weekly work pattern within a workplace.  The Flexible Work Policy provides an overview of the different types of flexible work available to UQ staff.

If eligible, staff may request a flexible working arrangement under the Fair Work Act 2009 (Cth) (Fair Work Act). Other staff may request workplace flexibility in accordance with the Flexible Work Policy and this Procedure.

2.1    Approval process for informal or short-notice flexible work 

Informal or short-notice flexible work may be implemented to accommodate unexpected or unusual circumstances impacting a staff member’s normal working routine or location.

The process for requesting informal flexible work is as follows:

  1. The staff member identifies the need for short-notice flexibility.

  2. The staff member seeks manager approval via a phone call, text, email, or another communication forum.  

  3. If the informal flexible work involves working from home, and the staff member does not already have the relevant work from home approvals in place, the staff member will need to complete and submit a workplace health and safety self-assessment for approval. 

  4. The staff member agrees that the informal flexible work will be undertaken within their standard spread of hours as outlined in the Enterprise Agreement.

  5. The manager may approve the request via a written response, such as text or email. 

The manager and/or staff member advises any impacted staff or clients of the short-term arrangements if required.      

2.2    Approval process for flexible work

Requests for flexible work that are intended to extend beyond a two week period, involve a proposal to work outside of a staff member’s normal spread of hours or have financial implications for the staff member must be approved via a formal process. The approval process and considerations will vary depending on whether the staff member is eligible to make a request for a flexible working arrangement under the Fair Work Act or whether the request is for workplace flexibility, or local flexibility under this Procedure.

2.2.1    Requests under the Fair Work Act

The process for staff eligible under the Fair Work Act to request a flexible working arrangement is as follows:

  1. The staff member considers the types of flexible work available (set out in the Policy) that might suit their circumstances.

  2. The staff member discusses their requirements with their manager regarding their intent to submit a request for a flexible working arrangement, being prepared to consider other options that might meet the needs of both the staff member and the business area.

  3. The staff member submits their request, setting out:

    1. that the request is made under the Fair Work Act,

    2. the flexible work options being sought;

    3. the reasons for the request;

    4. the proposed commencement date; and

    5. the proposed end date (maximum 12 months). 

  4. Requests should be made no later than six weeks before the arrangement is intended to commence, unless a shorter period is agreed to by the manager. 

  5. If the request for a flexible work arrangement includes a request for hybrid working, the staff member must also complete a self-assessment and submit a declaration that confirms that the staff member:

    1. has established a dedicated workspace that accords with Health Safety and Wellness and ergonomic requirements for home-based work;

    2. has purchased any additional equipment requirements necessary to facilitate the arrangement; and

    3. understands the requirements that apply to accessing IT systems and software remotely.

  6. If the request for a flexible work arrangement includes a request for hybrid working in an overseas location, it will not be considered unless the staff member also provides confirmation that the proposal has been considered and received preliminary approval from an officer at management Level 2 or above.

  7. If the request for a flexible work arrangement includes a request for hybrid working from an interstate location for extended periods of time and/or as a principal place of work, it will not be considered unless the staff member also provides confirmation that the proposal has been considered and received preliminary approval from an officer at management Level 3 or above.

  8. Managers should contact Human Resources for advice, particularly where a manager is considering refusing a request for a flexible work arrangement. However, the decision regarding whether the request can be accomodated is ultimately made by the manager. 

  9. The manager will consider and provide a written response to the staff member within 21 days from the receipt of the written request and associated documentation, indicating whether the request is:

    1. granted (in which case the staff member will be notified electronically);

    2. granted, but with amendments; or

    3. refused. 

  10. If the manager does not propose to grant the flexibilities as detailed in the staff member's original request, the manager must:

    1. discuss the request with the staff member, including any implications or concerns they have regarding the request, as well as any consequences that a refusal may have on the staff member;

    2. discuss potential modifications to the request with the staff member to determine if there is a solution that will meet the requirements of the staff member and the business area; and

    3. genuinely try to reach an agreement with the staff member about making changes to the staff member's working arrangements to accomodate the staff member's applicable circumstances.

  11. If any concerns or issues are adequately addressed during the discussion, the staff member will amend and resubmit the request. For clarity, the manager must respond within 21 days from the receipt of the original request, not from the date of any amended request.

  12. The manager will consider whether the resubmitted request, including any mutually agreed modifications to the initial request, can be accommodated, taking into account the approval considerations below.

  13. The manager may only refuse the request if:

    1. the manager has taken the actions set out in clause 2.2.1 (10) above;

    2. the manager and the staff member have not reached an agreement regarding an arrangement that could be accomodated by both parties;

    3. the manager has considered the consequences of the refusal for the staff member; and

    4. the refusal is on reasonable business grounds¹.

  14. If a request is refused, the manager must provide the staff member with a written response that includes:

    1. details of the reasons for the refusal, including but not limited to:

      1. the particular business ground(s) relied upon to refuse the request; and

      2. an explanation as to how those grounds apply to the request; and

    2. either:

      1. details of any changes (other than the requested change) that could be accomodated; or

      2. a statement that there are no changes that could be accommodated; and

    3. details of the circumstances in which, and methods available to, the Fair Work Commission to deal with a dispute relating to flexible work arrangements under the Fair Work Act.

2.2.2    Requests for workplace flexibility

The process for other staff members seeking workplace flexibility is as follows:

  1. The staff member considers the types of flexible work available (set out in the Policy) that suit their circumstances.

  2. The staff member discusses their proposal with their manager regarding their intent to submit a request for workplace flexibility, being prepared to consider other options that might meet the needs of both the staff member and the business area.

  3. The staff member submits their request, setting out:

    1. that the request is for workplace flexibility;

    2. the flexible work options being sought;

    3. the reasons for the request;

    4. the benefits the proposed flexibility will have on productivity, service delivery and operational outcomes; and to the extent it will have a negative impact, how those impacts can be alleviated;

    5. the proposed commencement date; and

    6. the proposed end date (maximum 12 months).

  4. If the request for workplace flexibility includes a request for hybrid working, the staff member must also complete a self-assessment and submit a declaration that confirms that the staff member:

    1. has established a dedicated workspace that accords with Health Safety and Wellness and ergonomic requirements for home-based work;

    2. has purchased any additional equipment requirements necessary to facilitate the arrangement; and

    3. understands the requirements that apply to accessing IT systems and software remotely.

  5. If the request for workplace flexibility includes a request for hybrid working in an overseas location, it will not be considered unless the staff member also provides confirmation that the proposal has been considered and received preliminary approval from an officer at management Level 2 or above.

  6. If the request for a flexible work arrangement includes a request for hybrid working from an interstate location for extended periods of time and/or as a principal place of work, it will not be considered unless the staff member also provides confirmation that the proposal has been considered and received preliminary approval from an officer at management Level 3 or above.

  7. The manager will consider the request and will endeavour to respond to the request within 21 days, but otherwise within a reasonable time, from the receipt of the written request and associated documentation.

  8. The manager should schedule a meeting with the staff member to talk through the proposal and discuss any implications or concerns and can suggest potential modifications to the proposal to see if there is a proposal that will meet the requirements of the staff member and the business area.

  9. If any concerns or issues are adequately addressed during the meeting, the staff member amends and resubmits the request. 

  10. The manager will consider whether the request, including any mutually agreed modifications to the proposed arrangement, can be accommodated, taking into account the approval considerations below.

  11. Managers are encouraged to contact Human Resources for advice, particularly where a manager is considering refusing a request. However, the decision regarding whether the request can be accommodated is ultimately made by the manager.

  12. The manager will provide the staff member with a notification of whether the request has been approved or refused.

  13. If a request is not approved, the manager should attempt to meet with the staff member to explain the refusal.

2.2.3    Approval considerations

When assessing an application for a flexible working arrangement or workplace flexibility, managers are required to assess the overall feasibility of the request and any impact on:

  1. the achievement of operational outcomes;

  2. quality of service delivery;

  3. efficiency or productivity of the staff member or other stakeholders;

  4. client/customer/student service requirements;  

  5. the staff member requesting the arrangement; and

  6. other team members within the business area and UQ more broadly.

Additional considerations may include (but are not limited to):

  1. the reason for requesting flexibility;

  2. the nature of the proposed arrangements;

  3. the employee’s position and the nature of their work;

  4. timeframes for the commencement and conclusion of the arrangement;

  5.  the need to maintain a vibrant campus environment and community;

  6. whether work, health and safety considerations and ITS requirements have been met, including the need for a staff member to take certain actions to meet Health Safety and Wellness standards;  

  7. the option of a trial period (usually for three months) and how the effectiveness of the arrangement will be evaluated; 

  8. any organisational benefits associated with implementing the arrangement (for example, retention of key staff);

  9. any financial or remuneration implications;  

  10. practical considerations, such as supervisory arrangements and attendance at key meetings or events;   

  11. impact on the distribution of work and nature of tasks;

  12. the principles set out in clause 2 of the Policy; and

  13. any other information which is relevant to the proposal. 

2.2.4    Additional considerations for reasonable adjustments

If a flexible working arrangement is requested as a reasonable adjustment for staff with disability, managers should refer to the Disability Inclusion and Reasonable Adjustment for Staff Procedure, noting staff with disability have access to additional measures to support their participation in the workplace.  For further information, please contact Human Resources.

2.2.5    Additional considerations for Working from Home (hybrid working) requests

Managers should factor additional considerations into a request for hybrid working. These include (but are not limited to):

  1. role suitability for hybrid working;

  2. whether the operational requirements and outputs of the role can be met from a non-University location;

  3. the ability for staff to work productively without onsite supervision, including new starters requiring in person support and guidance;

  4. overall team service coverage for the full working week; and

  5. any work, health and safety implications.

Working from an overseas or interstate location requires additional preliminary approvals from a Level 2 Manager or above prior to submitting a request.

2.2.6    Actions after approving a request

Managers are required to take the following actions after approving flexible work: 

  1. Communicate any changes to working arrangements or routines to stakeholders, other staff or clients and address any concerns in an open and transparent manner. 

  2. Ensure any changes to working hours/arrangement are submitted, especially those with implications for pay and other entitlements.

  3. Schedule flexible working arrangement review meetings to evaluate the arrangement and adjust as necessary.

  4. Ensure the staff member indicates their availability in team schedules and calendars as relevant. 

  5. Clearly establish any expectations or requirements regarding the staff member’s performance, workload, availability, communication, and attendance in relation to the arrangement.   

Where applicable, staff may need to take the following actions after a manager approves a formal flexible working arrangement:

  1. Advise clients, students, other team members and/or other key stakeholders regarding the changed working arrangements, as applicable to the role.

  2. Update out of office notifications, electronic calendars and voice-mail notifications to reflect any changes to times and locations of work.

  3. Proactively maintain healthy work practices, such as scheduling breaks, maintaining agreed working hours and connecting with others via agreed communication mediums.

2.3    Workers’ Compensation

The University is self-insured for workers' compensation, and this is managed by the Work Injury Management Section within the Health, Safety and Wellness Division who manage all claims for workers' compensation and rehabilitation.

A staff member that has been approved to work from home in Queensland will continue to be covered by workers’ compensation while performing University work at the agreed work from home location and will be subject to the provisions of the Workers’ Compensation and Rehabilitation Act 2003 (Qld) and Workers’ Compensation and Rehabilitation Regulation 2014 (Qld).

A staff member seeking to work from home from a location to be based outside of Queensland may require different workers’ compensation insurance cover and must consult with Human Resources and UQ Insurance Services to confirm that appropriate coverage can be arranged for the duration of the proposed arrangement. This confirmation must be provided to the level 2 (or above) manager when seeking their preliminary approval.

Managers should confirm appropriate workers’ compensation insurance cover with UQ Insurance Services, prior to approving such a request for flexible work.    

3.0    Key Requirements

3.1    Reviewing the arrangement

Flexible Working Arrangements and approved workplace flexibility should be reviewed regularly, and also during any trial period, to identify areas for improvement and to ensure that the flexibility is working for all parties. As a minimum, the review should address: 

  1. the efficacy of the new working arrangements;

  2. any challenges associated with implementation;

  3. any impacts on other stakeholders/other staff; and

  4. the feasibility of continuing the arrangement.

The review could be undertaken during the Annual Performance and Development review process.

Where flexible working arrangements and approved workplace flexibility are adversely affecting service delivery, impacting on other stakeholders or staff or are no longer considered feasible, managers should engage with staff to discuss whether any amendments could be made to the proposal to enable it to continue. If so, a new request for flexible work should be made.

Flexible working arrangements, approved workplace flexibility and local flexibility can be ceased at a manager’s discretion (unless a notice period set out in the Enterprise Agreement applies to the particular staff member) including where the arrangement is longer feasible and discussions have been unable to resolve the issues or for performance related reasons.

Managers may seek advice from Human Resources in these cases.

3.2    Renewing the arrangement

If a staff member wishes to renew their flexible working arrangement or approved workplace flexibility (for up to 12 months) they will need to reapply at the end of the approved term. The needs of both staff and business areas change over time.

If the staff member wishes to renew on the same terms, then they should speak with their manager. If the manager is supportive of renewing the term, the manager can confirm the extension of the term to the staff member by email (or note the renewal as part of the of the Annual Performance and Development plan).

If the manager is not supportive to renew the arrangement on the same terms or the staff member wishes to change the terms of their flexible working arrangement or approved workplace flexibility, the staff member must submit a new request.

3.3    Local flexibility

Managers can implement local Flexible Work practices within the workplace at any time, providing the workplace design accords with Enterprise Agreement requirements. Staff members can request to participate in the local flexible work practices in accordance with the requirements outlined in 2.2.2 Requests for workplace flexibility. Managers should consider whether there are any reasons, such as performance, why a particular staff member can’t participate in the local flexible work practice. Where a request to participate is refused, staff members can reapply when their circumstances change.

If local flexible work practices involve hybrid working, each participating staff member must also complete a self-assessment and submit a declaration that confirms that they:

  1. have established a dedicated workspace that accords with Health Safety and Wellness and ergonomic requirements for home-based work;

  2. have purchased any additional equipment requirements necessary to facilitate the arrangement and understands; and

  3. understands the requirements that apply to accessing IT systems and software remotely.

3.3.1    Types of local flexible work practices

The types of local flexible work practices which may be considered include:

  1. Core hours, flexible start and finish times - team members can voluntarily opt to commence work from 7am to 9am and finish between 3pm and 5pm, with core working hours between 9am and 3pm.

  2. Daily/weekly job rotation - enabling two or more staff members to alternate between different roles at the same pay level, to accommodate some workplace flexibility for both.

  3. Alternating working from home days - establishing a weekly work routine where different staff alternate between days on campus and days at home. 

  4. Routine job share - create ‘job share’ roles within a team to accommodate the desire for part time working arrangements.  When taking action to fill a vacant position or to consider an application by a staff member for job sharing, the manager should review the position and, if there is agreement to job sharing, approve to fill the position on a shared basis in accordance with established procedures.

4.0    Monitoring, Review and Assurance

Human Resources is responsible for reviewing and monitoring the implementation of this procedure.

5.0    Recording and Reporting

Human Resources is responsible for collecting and providing data on the number and outcome of requests for flexible work for annual reporting purposes.


¹ Refer to Flexible Work Policy for what constitutes reasonable business grounds.

Custodians
Chief Human Resources Officer
Custodians
Chief Human Resources Officer