Flexible Work Arrangements mutually benefit the needs of Tarleton and the employee, increase productivity and/or enhance the service capabilities as outlined in Texas A&M University System Regulation 33.06.01.

The Flexible Work Arrangement business processes are now live in Workday. All employee requests must be submitted in Workday for routing and approval. Log in to Workday to “Request a Flexible Work Arrangement.”

Previously approved Alternate Work Location Agreements (AWLs) will sunset on October 31, 2023. New AWL requests must be submitted through the Workday Request a Flexible Work Arrangement process for new consideration.

Types of Flexible Work Arrangements:

  1. Alternate Work Location (AWL) – An AWL allows employees to fulfill job duties remotely at a location other than the traditional primary duty station (i.e., office, laboratory, etc.) affiliated with the geographic location/facility associated with any Tarleton State University property.
  2. Alternate Work Schedule (AWS) – An AWS is a variation from the standard work schedule that gives employees greater flexibility to fulfill their job duties while allowing Tarleton to maintain a productive, engaging and evolving work environment. 

Alternate Work Location Arrangements (AWL) Definitions

Work Contact Information – Business Location

The main office address for Tarleton.  This field is not editable in Workday.

Work Contact Information – Alternate Work Location

This field is used to record the assigned Primary Work Station in Workday and should be marked Public for visibility.  The assigned address, suite and/or office number at the primary work station (usually at Tarleton).

Work Contact Information – Additional Work Location Address

This field is to record the remote work location for an approved flexible work arrangement.  This is NOT typically not a Tarleton facility.  The visibility type should be set to Private.

Primary Duty Station

The place of employment associated with a traditional Tarleton campus facility or university owned/leased property/space serving as the worksite or physical location where employees perform work. This is the physical location listed under the Position Information in the employee’s Tarleton Position Description, typically located on a Tarleton property.

Designated Work Location

A fully remote work assignment where work duties are regularly performed as specified by employer and suitable to an AWL arrangement because of the nature of the functions and business need associated with the location of the position.

Fully Remote

A designation of an AWL which allows for employees to fulfill all their job duties from an AWL. This arrangement does not require the employee to report to the primary duty station and allows them to fully function in their role leveraging technology to work and communicate.

Partially Remote

A designation of an AWL which allows an employee to fulfill their on-site responsibilities at the assigned primary duty station while also providing flexibility to perform assigned functions from a designated work location.

Alternate Work Location Guidelines and Training

The following guidelines outline and explain the specific terms and conditions that must be followed if an AWL arrangement is approved. These procedures do not apply when Tarleton requires employees to work at an AWL for special circumstances. 

Employee AWL Guidelines

Employees in good standing and whose job duties and responsibilities are suitable for an alternate work location (AWL) arrangement may be afforded the opportunity to perform assigned duties through a partially or fully remote AWL arrangement. Positions eligible for an alternate work location are those that are computer-based, not dependent on continual physical presence or face-to-face customer interactions, and largely self-directed.

Request an AWL arrangement

Employees or managers may initiate a request for an AWL arrangement according to current university SAPs, System regulations, and applicable guidelines. AWL arrangement provisions are contingent on approval and are not an employee entitlement.

Previously approved AWLs will sunset on October 31, 2023.  New AWL requests must be submitted through the Workday Request a Flexible Work Arrangement process for new consideration.  

The AWL arrangement is initiated by the employee or manager in Workday and routed through appropriate chain of authority to the final approver:

 (Employee > Manager > Department Head > Chief Executive Approver).

The Chief Executive Approver is assigned to the member chief executive officer (CEO or President), or designee at the level of vice president or higher. Tarleton’s President has designated approval authority of all Flexible Work Arrangements to divisional Vice Presidents. 

Therefore, all AWL arrangements must be approved by a divisional Vice President or higher-level authority (AWL approvals may not be delegated to a lower level authority) per System Regulation.

Employee Steps

  1. Complete three (3) LinkedIn Learning training courses from the Working Remotely – Employees Collection.
  2. Complete and save the Alternate Work Location Attachment to Workday
  3. Complete Request Flexible Work Arrangement in Workday
    • Attach/upload LinkedIn Learning certificates confirming completion of 3 separate Working Remotely – Employee courses
    • Attach/upload the completed Alternate Work Location Attachment to Workday
    • Enter an End Date of 05/31 of the current fiscal year or earlier. Ongoing AWLs require reconsideration and re-submission in Workday each year during the performance review period.
    • Submit for consideration

Job Aid: Request Flexible Work Arrangement

NOTE: Submissions that do not include all of the above requirements will not be processed and will be returned to the employee for further action.

Roles and Responsibilities of employees in the AWL Arrangement

  • Employees should have a discussion with their manager about the perspective of proposed advantages for an AWL arrangement and how their role is conducive to an AWL.
  • Employees and managers should validate the applicability of relevant Regulations, SAPs, operating procedures and guidelines, as well as duties and responsibilities that may impact the continuity of services provided as well as any impact to supervisory responsibilities.
  • Complete three (3) LinkedIn Learning courses from the Working Remotely – Employee collection.
  • Ensure the physical location of the AWL is accurately and appropriately disclosed in Workday and update the AWL agreement if circumstances and/or physical location change.
  • Employees and managers should review active AWLs during the performance review process. Employees must resubmit an AWL arrangement in Workday each year by May 31st, if approved.
  • Notify manager as soon as practicable whenever problems arise that may adversely affect ability to perform work at the AWL (e.g., power outages, technology issues, sick family members who require substantial attention, or other personal matters impacting their ability to perform their duties).
  • Comply with the appropriate protocol for reporting computer security incidents or when the employee suspects there may have been an incident.
  • Maintain accurate contact information in Workday to include primary work and residence addresses.
  • During the hours the employee is on duty at an AWL, the employee must maintain professional appearance and environment, be accessible by telephone, email, instant messaging system, or other appropriate communication technology or software, as determined by management.

AWL Expectations

AWL arrangements are not intended to allow for work at other jobs, running businesses, or to engage in other activities that would otherwise result in the employee being required to take leave. The expectation is that normal work requirements, both qualitative and quantitative, must be met. Failure to comply with these restrictions or failure to fulfill normal work requirements on account of non-position-related activities may be cause for disciplinary action, up to and including termination of employment.

An employee in a non-exempt position may not work overtime (more than 40 hours in a workweek) without prior authorization from the employee’s manager

Work Visas

If an employee is working for the University under a work visa, any conditions related to work location must be satisfied and cleared by Human Resources prior to commencement of an AWL.  Employees and manager both have responsibility to check with [email protected] regarding their work visa location limitations, visa expiration and any updates about their visa.

Manager AWL Guidelines

Managers must consider each request for an AWL arrangement.  Before approving the arrangement, managers must consider if the position is suitable for an AWL Arrangement, equipment needs and maintenance, employee safety, communication and supervision, and adherence to university, A&M system, state, federal and international laws.  By approving the AWL arrangement, the employee and manager signify the agreement to the job duties, employee’s responsibilities, and other related issues outlined in the Regulation.

If an AWL arrangement is proposed in a country other than the United States, prior to approval the manager must notify [email protected]  to coordinate a legal review which may include tax reporting, export control, immigration sponsorships, and other employment implications for the University. Requests for AWL arrangements outside of the U.S. will route to the Export Control Partner for additional review and approval.

Manager Steps

1. Determine which positions are conducive to an AWL arrangement

Not all positions or job assignments are suitable for an AWL arrangement. If one position within a unit is found to be suitable for such an arrangement, it does not necessarily mean that other positions may also be suitable.

A position can be considered suitable for an AWL arrangement if some or most of its responsibilities can be performed away from the primary duty station. These positions are typically, computer-based, not dependent on continual physical presence or face-to-face customer interactions, and largely self-directed.  The following types of positions are ineligible for partially or fully remote AWL: positions that are not computer based; positions that are dependent on continual physical presence; positions that require face-to-face customer interactions; and/or positions that are not largely self-directed. Each position will be considered individually, based on the responsibilities and area in which the role is located, to determine if the work can be done outside of the primary duty station. 

AWL arrangements are not appropriate for every employee or for every position. Initiation of an AWL arrangement may be at the request of either the University or the employee and are entered into at the discretion of the University. Participation in AWL arrangements is voluntary on the part of the employee, except in cases where it is a requirement of the position and notification has been provided to the employee.

Position descriptions should reflect the designation of eligible for fully or partially remote arrangements where applicable. The change in work location should not impact productivity, customer service, operational efficiency, or team collaboration. The determination should be first based on the type of work, not just on employee performance or preference. 

Offer letters should indicate the position’s eligibility for fully remote or partially remote arrangements and be documented appropriately through the defined request process in Workday (Request for Flexible Work Arrangements > Alternate Work Location). 

2. Examine the Suitability of an AWL arrangement for the employee

Generally, when an employee requests an AWL arrangement, the following should be considered:

  • Whether the nature of the work to be performed is appropriate for an AWL arrangement;
  • Whether quality of service can be maintained for students, faculty, other members of the University community, and the public;
  • Whether the employee has demonstrated sustained productivity and the University reasonably anticipates the employee can maintain the expected quantity and quality of work;
  • Whether the employee has demonstrated the ability to work independently;
  • Whether the employee’s manager will be able to effectively monitor the employee’s performance;
  • If the proposed AWL is a safe, private, and productive work environment;
  • Whether the proposed AWL arrangement would present an undue difficulty to the University, its students, its employees, or the public;
  • The impact that the AWL arrangement would have on others; and,
    whether the employee’s position has clearly identified and measurable performance objectives.
  • What tools are available to help the employee manage their workload/deadlines and for managers to support a remote workforce?
  • What technology will be needed to ensure the remote employee can fully participate in meetings and other office activities?
  • What processes will help ensure the remote employee(s) is kept informed about office policies and procedures?
  • Discuss with the employee the expectations for this arrangement, and what will happen if this arrangement is terminated.
  • Consider how many AWL arrangements can be accommodated in the work unit within a given time period (i.e. week, month, year, etc.).
  • Apply the AWL arrangement standards across the department/college/school/division consistently and based on University standards and guidelines.
  • Discuss how the employee should contact the manager in case of an emergency as well as identify emergency contacts for the remote employee. 
  • What administrative rights to databases should be extended or terminated based on AWL status and how will data security needs be met remotely?
  • What supplies will the employee need and how will they be provided? 
  • Are there financial impacts, such as travel costs?  Employees at a designated work location may request reimbursement for authorized expenses (such as business travel) specifically incurred in connection with the fully remote work in accordance with applicable policies.

Other Considerations

Managers may also consider approval of an Alternate Work Schedule for an employee requesting AWL arrangements, and are encouraged to be flexible when considering each request, provided it continues to meet the unit’s business needs and does not negatively impact the mission. 

Employees are responsible to maintain access to networking and/or internet capabilities at the AWL with sufficient bandwidth as necessary to perform the position’s duties.

3. Manager responsibilities to ensure a successful AWL arrangement

Manager Responsibility

A manager should also consider their own management and supervisory style, as well as their level of effort to maintain appropriate employee engagement and monitoring of performance of their assigned job duties in a fully/partially remote AWL arrangement

Review “Step 4: Manager Checklist” on this page to gauge how the AWL arrangement is appropriate for the employee, manager, and the position’s role. Also, discuss with the employee expectations related to level of professionalism, efforts conducted remotely, and monitoring of performance.

Work Performances

Employees and managers are equally responsible for the success of the AWL arrangement. Work productivity is important for both the employee and manager. There can be many ways to view productivity metrics depending on the role.  Communicating expectations and monitoring the deliverables as well as impact to customer are important factors to discuss/monitor regularly. This will help ensure a quality and timely work product and high levels of customer service. Expressed goals and objectives should be measured during the annual Performance Review Period.

Consistency

While AWL arrangements will be grounded in the nature of roles and operational needs, we are committed to consistency in the implementation of AWL arrangements. This means recognizing that there are different work circumstances so there will need to be differentiation, as appropriate. This does not mean that all arrangements will be treated the same.  Deans and Vice Presidents will guide consistency across an entire college/school/division.

Hiring Employees for Remote Work

When recruiting candidates to fill positions for which remote arrangements can be considered, Tarleton hiring managers have the ability to post positions specifically for this audience of job seekers. Positions that might be eligible for fully or partially remote AWL arrangements can be advertised as such in Workday. Use the guidance from the Human Resources Employment team to identifying a role to be eligible for fully or partially remote when advertising and posting positions.

Work Schedule Considerations – Partially Remote AWLs

  • Cohort/Group Specific

For a more predictable schedule, managers choose cohorts or groups and which days and times they come to the office. This still gives employees flexibility where they can work some days in the office and some days at an AWL arrangement. Example: group/function A is scheduled to be in the office Monday – Wednesday and is and working at an AWL arrangement on Thursday – Friday while group/function B is scheduled to be in the office Wednesday – Friday and is and working at an AWL arrangement on Monday – Tuesday. Some managers may choose to keep the group/function together for an entire work week, then alternate groups/functions between weeks.

  • Employee Specific (Manager-lead or Employee-led)

This offers the most flexibility to managers for promoting employee work-life benefit. The leadership team of the college or division can give the power of choosing the schedule to the manager or their employee. In most cases, it’s good to start with a manager-led schedule that may opt for an employee-led schedule. Example: Managers can indicate that all employees must be in the office Monday, Tuesday and Friday and allow employees to coordinate work from an alternate work location on Wednesdays or Thursdays. Another option is to allow employees within a manager’s purview to pick one day a week to work at an AWL arrangement given that there is adequate coverage from the team to maintain business continuity through the entire work week.

  • Optimizing a Partially Remote Work Schedule is Always a Work in Progress

Having the right mindset and the best tools help. But there’s really no wrong or right way to pick and manage a partially remote work schedule. If the employees’ experience and the University’s and Department’s goals are working in harmony, you can trust that you’re on the right path. As always, the partially remote model needs many iterations and improvements and will always be a work in progress.

4. Managers Checklist

The following outlines the roles and responsibilities for managers considering and/or managing employees using remote work:

  • Establish clear expectations regarding the AWL arrangement. How will the employee’s colleagues be kept informed of their coworker’s availability?
  • Ensure agreement clearly outlines the employee’s work schedule.
  • Schedule regular meetings to get caught up on the employee’s workload and to fill them in on office happenings.
  • Keep the remote employee engaged – invite them to still be a part of the team/community by regularly using videoconferencing at meetings and during office celebrations.
  • Ensure the consistent implementation and use of workplace flexibilities across subordinate staff.
  • Ensure employee position description and performance plan accurately reflect the employee’s duties and responsibilities, and position eligibility is in alignment with the position description and performance plan.
  • Review employees’ requests for AWL arrangement and approve, disapprove, or modify the request in accordance with university guidance, and department/division requirements. Ensure employees renew their agreement annually (every fiscal year).
  • Ensure requests are reviewed on an individual employee basis with the understanding that each position may differ on the level of work portability even within the same job series, pay grade, and position. This eligibility assessment should be conducted with an equity lens as it relates to similarly situated employees, as well as evaluating the overall business needs of the work unit to ensure organizational performance is not diminished.
  • Ensure employees complete required training (see Employee and Manager Training to Ensure AWL Success)  when entering into any AWL arrangement and that they complete annual mandatory training.
  • Managers are highly recommended to complete at least three (3) courses from the LinkedIn Leading Remotely – Supervisor collection for managing remote employees (see Employee and Manager Training to Ensure AWL Success)
  • Discuss expectations for this arrangement with employees, and what will happen if the AWL arrangement needs to be terminated for any reason.
  • Ensure AWL arrangements detail any emergency responsibilities specified for a continuity and/or pandemic event, as appropriate for.
  • Partner with Human Resources Development Team for any decision to end an employee’s participation in an AWL arrangement.
  • Ensure the employee’s AWL arrangement status receives the same benefits and opportunities (e.g., work assignments, awards and recognition, development opportunities, etc.) as employees who do not participate in an AWL arrangement.
  • Comply with and enforce Alternate Work Schedules and applicable Federal laws and regulations related to flexible work arrangements.

AWL FAQs

1. What is an Alternate Work Location (AWL) Arrangement?

An AWL is a location away from the traditional primary duty station (ie. office, laboratory, etc.) affiliated with the geographic location/facility associated with any Tarleton property. Employees must have an AWL arrangement before they can perform their job duties at the approved AWL.

2. Which Positions are eligible for an AWL Arrangement?

Faculty, staff and student position eligibility for an AWL arrangement is determined by the essential functions of the position and how many hours of work must be accomplished at the primary duty station to meet the business needs of the department/division. These positions are typically, computer-based, not dependent on continual physical presence or face-to-face customer interactions, and largely self-directed.

The following types of positions are ineligible for partially or fully remote AWL: positions that are not computer based; positions that are dependent on continual physical presence; positions that require face-to-face customer interactions; and/or positions that are not largely self-directed.

3. Are faculty positions eligible for an AWL Arrangement?

Yes, faculty positions eligibility is determined by the essential functions of the position and how many hours of work must be accomplished at the primary duty station to meet the business needs of the department/division. Position eligibility includes those that are typically computer-based, not dependent on continual physical presence or face-to-face customer interactions, and largely self-directed.

4. Are student employees (including graduate assistants) or temporary/casual employees eligible for an AWL arrangement?

Yes, requests for an AWL arrangement for student employees or temporary/casual employees may be considered only if a true business need exists and is properly documented by the manager.

Eligibility is determined by the essential functions of the position and how many hours of work must be accomplished at the primary duty station to meet the business needs of the department/division.   The manager must initiate the request in Workday on behalf of the student employee or temporary casual employee. 

5. Can employees use personal cell phones and computer devices to perform university?

In all situations, employees are expected to maintain security protocols appropriate for the specific law, contract, or legal framework governing data access and use in accordance with data regulations, procedures and standards.

Personal devices may be subject to TAMUS and Tarleton policies and procedures if used to remotely operate authorized University assets and web systems.  Security protocols within the AWL program are not intended to replace any statutory requirements in our research programs.

6. How many hours/days can an employee work remotely each pay period?

The number of days/hours that an employee may perform work at an AWL is determined by the assigned duties of the position and the manager’s assessment of several key elements involving the organizational/business needs and availability of employees.  Managers will determine the work schedule that is suitable for ensuring business continuity and employee productivity.

7. What hours am I expected to work when at an AWL?

Work schedule and hours should be discussed with and approved by a manager. Unless an AWS has been approved, employees are expected to work their regularly schedule hours which is typically defined as 8am to 5pm Monday through Friday.  Any alternative schedules should be approved as an Alternate Work Schedule.

8. Who has the discretion to determine AWL arrangement eligibility and approve AWL requests?

An employee’s request for an AWL arrangement may be approved as submitted, modified, or disapproved by their manager.

First-line managers are responsible for determining eligibility given their familiarity and awareness of the relative portability of each employee’s duties and responsibilities and the regularity by which the employee must perform work at the primary duty station. This eligibility determination will be the first step in the approval process. First-line managers must then obtain concurrence from their department head and chief executive approver, which is typically division vice president.

The following types of positions are ineligible for partially or fully remote AWL:

  • positions that are not computer based
  • positions that are dependent on continual physical presence
  • positions that require face-to-face customer interactions
  • positions that are not largely self-directed.

9. Is there a limit on the number of employees who are working remotely within an office/division?

There is no official cap on the number of employees who are eligible within an office, department or division. Position eligibility for an AWL arrangement is determined by the nature of work and how many hours of work must be accomplished at the primary duty station.

However, during the implementation of the AWL plans, Department/Division Heads should seek concurrence of AWL arrangements consistent with vice president guidance to help ensure similarly situated employees are being handled equitably and uniformly. 

10. Is there a waiting period requirement that must be met in order to work remotely?

There is no official waiting period that must be met in order to be eligible for an AWL arrangement; however, individual college, schools or divisions may determine that establishing a waiting period in a new position (i.e. 30 days) is necessary for business reasons. Eligibility for an AWL arrangement is connected to the nature of the work and level of onsite presence required.

11. Can an AWL arrangement be terminated?

Yes, an AWL arrangement may be terminated by the manager or the employee at any time. Reasons for termination may include circumstances when the arrangement is no longer conducive to the business needs of the organization, the employee’s performance diminishes, or the employee no longer wants to work from the approved AWL. Managers should give employees not less than two weeks’ notice of the termination of the agreement.

12. Does an existing AWL arrangement transfer with an employee, if they take a new position?

No, approval of an AWL arrangement is based on a supervisory determination of the nature of the work, and how many essential functions of the position require onsite presence. Transferring to a new position would require a new AWL agreement with the new manager.

13. Can an employee work remotely with a dependent in the household?

An AWL arrangement is not a substitute for dependent care. Employees may not work remotely with the intent of or for the sole purpose of meeting their dependent care responsibilities while performing official duties. While performing official duties, employees are expected to arrange for dependent care just as they would if they were working at the primary duty station.

14. Will Employee Relations need to concur as they do now with a performance evaluation which results in the termination of an AWL arrangement?

Yes, coordination with Tarleton Employee Development is required if there is risk of termination of an AWL arrangement for performance reasons. 

15. Is an AWL arrangement required if an employee has been approved for full-time AWL as part of an approved Reasonable Accommodation for ADA?

No, all medically related AWL arrangement requests must go through the Tarleton ADA accommodation process for employees.

16. Can managers work remotely while their staff are onsite?

Eligibility for remote work is based on the essential functions of the position and how many hours of work must be accomplished at the primary duty station. Review and concurrence of an AWL arrangement for supervisory employees while their staff is onsite would rest with department head/dean and/or vice president as the chief executive approver.

17. Can employees work remotely outside the State of Texas?

Yes, employees may be approved to work in the United States, but outside of the State of Texas.  State of Texas employees who are approved to work outside of the state of Texas may be subject to state and local taxes of the locale in which the work is performed.  Employee benefits offered will be in accordance with and will not exceed those defined by Texas state law.

18. Can an employee be approved for remote work outside the United States?

Requests for work outside the United States for more than 60 days must be vetted and approved by the Texas A&M System Offices.  To expedite requests, email [email protected].

19. Do managers manage expectation for a remote employee differently than a non-remote employee?

It is important to note that performance standards for remote employees must be the same as performance standards for non- remote employees. Management expectations for performance should be clearly addressed in the employee’s performance plan, and the performance plan should be reviewed to ensure the standards do not create inequities or inconsistencies between remote and non- remote employees. Like non- remote employees, remote employees are held accountable for the results they produce.

20. How can managers know an employee is really working at home?

Some managers express concern that when their employees are remote, they will not be able to monitor that employee’s work effort. With frequent communication and accountability, focusing on the work product instead of the work activity, many managers find they are better able to communicate clear expectations to their employees. Establishing a means to account for customer satisfaction is also advisable when helping to ensure that productivity and accessibility standards remain at expected levels.

21. How do managers know remote employees are available when needed?

The AWL arrangement provides the framework for the discussion that needs to take place between the manager and the employee about expectations.  For AWL arrangements, this discussion is important to ensure that managers and employees understand one another’s expectations concerning maintaining communication with the office and what will be done to meet contingencies.  If the remote employee is needed, he/she may be asked to come into the office on a regularly scheduled remote day given reasonable notice of no less than 24 hours’ notice.

AWL Training Guide

Training relative to operational effectiveness, coordinating team dynamics, performance expectations and successful monitoring are available for managers and employees.  These training courses will aid in establishing a successful AWL arrangement.

Note:  Access Linkedin Learning using your tarleton.edu email address and single sign-on credentials.

Employee Training: Working Remotely – Employee collection

Manager Training: Leading Remotely – Supervisors collection

Important Files