As a supervisor, you know the work of your team best and are well-positioned to make informed decisions about flexible work in consultation and alignment with local campus, college, or unit guidance. This quick guide will help you apply best practices for engaging and managing flexible teams which will help the people you supervise do their best work.
What are flexible work arrangements?
Flexible work can include two main types of flexibility including when a person works (flextime) and where a person works(flexspace). Flexible work arrangements are decided between a supervisor and an employee* based on local guidelines set by your college, campus, or unit, as well as the nature of the work.
Flexible teams can show up in a few different ways:
In-person teams are made up of people who work in one physical location.
Fully virtual teams have members completing work from distributed locations.
Hybrid teams have some people working in one location with others distributed.
Research shows that organizations that offer flexible work arrangements benefit from higher levels of employee attraction, retention, and engagement, while employees experience reduced stress, increased job satisfaction, and the flexibility and support to handle life demands.
Before you begin
Check with local leaders
The University has many different campuses, colleges, units, and departments, all with different needs and priorities. Because of this, local leaders may have different positions and guidance around flexible work. Check with your local Human Resources department and other leaders to find out more about any flexible work guidance that is specific to your campus, college, unit, or department.
Understand your bias
Take time to understand how your bias may affect how you lead a flexible team. Implicit bias left unexamined leads to unproductive and often harmful consequences for the people you supervise. In addition to recognizing and mitigating bias, supervisors must commit to treating people equitably and balancing the needs of individuals with the needs of the team.
Here are some common types of bias that can show up in flexible teams:
Affinity bias is when you give preferential treatment to someone because they share similar experiences as you or remind you of someone you know and like.
“I can see Francisco working so hard when we’re in the office together every day, so I’ll reward them by giving them that important new project. I’m not really sure what Kate is up to since she works virtually–so, I don’t think she’s ready for this project.”
Recency bias is when recent events or information are given more weight and importance than older ones.
Example: Taking one team member’s opinions on an important project more seriously than others because you haven’t seen or talked to the other person in a few days.
Confirmation bias is seeking or taking in new information to confirm your own beliefs.
“Well, I’ve given flexible work arrangements a shot, and my team is miscommunicating more than ever. I knew this was a bad idea. Time to bring everyone back into the office.”
Consensus bias is when people see their own thoughts, choices, and judgments as common and shared with others.
“There’s no way people can be productive outside of the office. Everyone knows that!”
How do I get started?
Regardless of your team’s work arrangement, focus on the following skills and strategies to ensure success.