Hybrid Work Arrangements

Introducing SFU's Hybrid Work Arrangements (HWA) Program

Building upon the success of our fall 2021 Test and Learn, we are excited to introduce SFU’s HWA program to leaders and staff. Throughout the spring and summer terms, HR Strategic Business Partners will support leaders and teams to examine potential for hybrid work in their units, pilot and implement where feasible and align arrangements with SFU’s HWA program. Program effectiveness will be assessed along the way to ensure it enables operational excellence, a collaborative workplace and campus community experience while bringing flexibility to the way we work.

What is Hybrid Work?

Hybrid Work Arrangements at SFU involve employees spending some of their time working physically on-campus (typically 50% or more) and some of their time working remotely.

Our Principle-Based Approach

SFU's framework for hybrid work takes a principle-based approach to faculty and departmental decision making. If hybrid work is determined to be an option for a department, team or role, employees can choose to opt in and work together with their manager and team to ensure arrangements align with operational needs and support our desired workplace culture. Note that some roles are best suited to being fully on campus due to the nature of the work. Managers are encouraged to review the tools on the Leaders' page which outline specific considerations and resources, recognizing that each unit has unique operating needs that need to be met. 

Framework for HWA Program

The Framework for Hybrid Work Arrangements provides detailed information on requirements and limitations of hybrid work; the process of establishing arrangements; and how to submit or approve requests.

Guiding Principles

Hybrid work arrangements will:

Support SFU’s vision, values and commitments and enable operational excellence

  • Align with SFU Strategic Priorities including Equity, Diversity, Inclusion; Reconciliation; Student Experience.
  • Align with the University’s priority for in-person learning and consider the student experience and student success in decision making.
  • Utilize a student/customer-centered approach, including examining role requirements and components of work which are essential to be conducted on-campus.
  • Ensure service standards and operational requirements are met or exceeded.
  • Incorporate principles of equity and fairness rather than equality.

Support leaders and teams

  • Rely on trust, open dialogue and flexibility to create arrangements that embrace inclusivity.
  • Require shared accountability by employees and leaders on work expectations, agreement on work output, standards and communication.
  • Need shared commitment for maintaining safe and healthy work environments.

Support workplace culture

  • Encourage a vibrant on-campus community experience and support in-person connections with colleagues.
  • Support the University’s ability to attract, engage and retain diverse talent.

Support employment obligations

  • Support the safety, health and well-being, both physical and emotional, of employees.
  • Be mutually agreed upon by the employee and their respective manager, not to be interpreted as a right of employment nor as a term or condition of employment.