Hybrid work for leaders

Set your hybrid team up for success. Understand the key considerations and access resources for leaders.

Whether working on campus or remotely, collectively we make UBC an inspiring place for students to learn, as well as for faculty and staff to research, teach and work.

Hybrid Work Agreements must follow the hybrid work program objectives, principles, guidelines and considerations. As a leader, you are expected to decide if hybrid work is suitable for your interested employees and your broader team.

Steps for creating a Hybrid Work Agreement

The hybrid work program requires a formal agreement between a supervisor and a staff member who reports to them. The agreement ensures that the university is meeting all obligations under WorkSafeBC, and that both supervisors and employees are considering all aspects of a Hybrid Work Agreement. 

If you have staff who wish to participate in the hybrid work program, follow these steps to determine an appropriate plan for your unit.

  1. Familiarize yourself with the hybrid work guidelinesand ensure staff have also reviewed the guidelines as well as the hybrid work for staff information. 
  2. Have individual conversations with employees who wish to participate in the program.
  3. Use the decision-making resources below to help you determine whether hybrid work is appropriate for each interested employee
    • Contact your Senior HR Leader if you require additional decision-making support. 
  4. Draft a team schedule for on-campus and remote days and share it with employees in your unit to receive any further feedback.
  5. Have eligible employees complete the request for a Hybrid Work Agreement in Workday. 
  6. Review and approve the Hybrid Work Agreement in Workday.
  7. Monitor and evaluate your unit’s Hybrid Work Agreements on a regular basis, and adjust as needed.

Decision-making resources and tips

When determining whether an individual position or role is suitable for hybrid work, use the following decision-making resources and tips.

Leading and supporting your team

Cultivating an inclusive, connected and effective team is an important part of the hybrid work program. Review the resources below to support you as a leader day-to-day.

Two people walking and talking

Mental Health Support

Be proactive in supporting your mental health and resilience, as well as the mental health and resilience of your direct reports and teams.

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Learning resources

Explore specifically created and curated learning topics designed for leaders related to hybrid work.


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Inclusive recruiting

Support inclusive recruitment for faculty, staff, and student employees, and increase diversity in the workforce. 

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Remote onboarding

Onboarding can vary across portfolios and departments and units, use these checklists when onboarding new hires in a hybrid work environment. 

Considerations and tips for hybrid teams


Reviewing, changing, or ending a Hybrid Work Agreement

Sometimes Hybrid Work Agreements will need to be reviewed, changed, or come to an end. If an employee wishes to increase or decrease the hours of remote work, it will be up to you to determine whether the request meets the guidelines and your operational needs. If an employee or supervisor wishes to end the agreement, appropriate notice must be provided by the employee or the supervisor. Normally this notice would be two weeks, to allow enough time to arrange for employees to be in the workplace on an increased or full-time basis. The notice period can be amended based on mutual agreement and operational considerations.

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