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“As we look forward, the DGSOM will continue to align with UCLA in implementing a school-wide flexwork strategy that is equitable, data-driven, productive, and – as the name indicates – flexible. Your continued collaboration and problem-solving mindset will be essential to our success in this exciting new chapter for the DGSOM.”
Kelsey Martin, MD, PhD, Dean of the David Geffen School of Medicine at UCLA
The following content applies to staff and faculty of the David Geffen School of Medicine at UCLA, including postdoctoral scholars. This message does not apply to UCLA Health employees who work in the Hospital and Clinic System, including DGSOM staff, faculty, and trainees engaged in clinical care.
For more than one year, the majority of the UCLA workforce has worked together in a hybrid fashion (with most members working remotely) to advance our mission. This year-long pilot has proven that our workforce, on balance, and in many arenas, can be productive in a flexwork work environment.
Local and national data indicate that a strategic flexwork strategy provides greater work-life balance, promotes personal responsibility, reduces our environmental footprint and ensures that we remain competitive in a rapidly evolving job market. Surveys indicate that for those colleagues who have been able to work efficiently in a remote context, there have been benefits: relief from long commutes, more control over use of time, and strong work-life balance.
In addition, nationwide data show:
At the same time, however, there are certain elements that require careful consideration, including ensuring equitable arrangements, building a sense of community in virtual environments, balancing different workstyle preferences, and more. We will continue to collect data over the next year in order to continually evaluate the strengths and weaknesses of flexwork arrangements. We will re-assess our strategy in September 2022 and will make adjustments as needed over the coming months in partnership with campus.
What is happening in the short term? Earlier this summer, UCLA main campus announced that UCLA staff and faculty successfully working remotely should expect to continue doing so through the end of August. As previously announced, DGSOM will be following the same guidance in the short term.
What is happening in the long term? UCLA is developing a long-term flexwork standard for those who are able to continue working effectively remotely -- fully or partially. The DGSOM will align with campus in its long-term strategy to promote a safe, healthy, productive and competitive workplace.
Process and documentation
Process for department/business-unit leaders 1) Start by reading DGSOM's flexwork definitions and eligibility criteria → 2) Review the department/unit-wide flexwork request process → 3) Review the Planning the Workforce Model Supplemental Guide → 4) Download "Department Telework Employee Data Collection Tool" → 5) Download the Word version of the “Hybrid/Remote Workplace Model Plan and Approval Form” → 6) Once you’ve prepared your answers in the Word version, submit your answers via Qualtrics: “Hybrid/Remote Workplace Model Plan and Approval Form → Process for individual employees 1) Start by reading DGSOM's flexwork definitions and eligibility criteria → 2) See overview of employee-initiated telework process → 3) If eligible and interested, submit the employee-initiated telework request form →
Departments transitioning employees back to onsite work must familiarize themselves with, and follow, the below protocols:
Additional guidelines include:
For more information, visit UCLA’s Health and Safety website.
To report an incidence of non-compliance or a safety concern, utilize one or more of the resources listed on DGSOM’s COVID-19 Reporting Resources website.
One key component of flexwork is the ability to work remotely. To help those working, learning or teaching offsite, as well as those managing remote teams, we’ve provided a number of resources that are designed to ensure your continued success in a virtual work/learning environment.
Topics include communication, teamwork, self-care and ergonomics, management, collaboration, virtual meetings, building trust and community, and more.
To find the training that is right for you:
Shifting to Remote Work – UC Learning Center (20 Min) This course will: provide simple tips for quickly transitioning to remote work; address security concerns; and lead learners to UCLA’s telecommuting resources.
Contributing as a Virtual Team Member – UC Learning Center (18 min) In this course, you'll learn how to develop the skills you need to show team leadership and be an effective member of a virtual team.
Exploring Virtual Collaboration – UC Learning Center (24 min) In this course, you'll learn how to develop the skills you need to show team leadership and be an effective member of a virtual team.
Creating Your Circle of Trust – UC Learning Center (2 mins) Even the best of us have a hard time persevering without incorporating the benefits of trust and resilience into their efforts.
Working on Shared Goals through Teaming – UC Learning Center (5 mins) When organizations are recruiting, one of the top skills they look for in a candidate is an ability to collaborate.
Communicating Effectively While Working Remotely (2 hr ILT, CORE)
Putting an End to Unproductive Virtual Meetings (1 hr, ILT, CORE)
Healthy Working at Home– UC Learning Center (15 min) This brief ergonomics course targets individuals working from a home office environment.
Take a Deep Breath and Manage Your Stress – UC Learning Center (24 min) When you're constantly adding items to your never-ending to-do list, feeling overwhelmed at work and at home, and finding your health and relationships negatively impacted, you are likely experiencing stress.
Perseverance – More than Inspirational Words – UC Learning Center (2 mins) Watch this video to learn having a goal direction, trust and resilience can help you weather challenges and become a trusted and admired leader in your organization.
Developing Your Resilience – UC Learning Center (2 mins) Discover 3 strategies to help you strengthen your resilience and recover from setbacks on your way to your goals.
Setting Communication Standards for Remote Teams – UC Learning Center (3 min) Effective communication is perhaps the biggest challenge facing remote teams. Virtual teams are faced with two main communication challenges: the way they deliver messages, and the fact that remote communication can easily lead to misunderstandings.
Establishing Effective Virtual Teams – UC Learning Center (30 min) Building and managing teams is enough of a challenge when everyone is in the same location.
Assessing and Managing Virtual Team Performance – UC Learning Center (3 min) Managing a virtual team effectively requires a special skill set. While members of any team need to know what's expected of them, it's critical for remote employees because their work time may be less structured, in different time zones, and they are often operating without direct daily supervision.
Managing Virtual Team Meetings – UC Learning Center (3 mins) Building a solid team is enough of a challenge when everyone is in the same location. Virtual teams require even more commitment. Successfully leading virtual team meetings requires ensuring that the right technology is available and preparing a complete, detailed agenda.
Leading Virtual Teams (2 hr ILT, CORE)
Managing Remotely: Best Practices (PPT) – UCLA Campus Human Resources
To access courses provided by the UC Learning Center:
UC LEARNING CENTER
To access resources provided by UCLA Health’s Center for Organizational Readiness and Education (CORE):
UCLA HEALTH CORE
UCLA Ergonomics is conducting evaluations of employee's remote workstations via Zoom. Find more information through UCLA Health IT, and schedule an ergonomics assessment to get started.
UCLA campus has communicated a $1,000 home office furniture allowance for personnel working three or more days per week remotely. Retroactive reimbursements for up to $1,000 are also permitted for purchases made during the pandemic.
Per UCLA policy: Departments are responsible for determining the necessary technology equipment based on the employee’s responsibilities. Based on the assessment, departments will provide needed equipment to make the remote arrangement successful. As noted in the Telecommuting policy, supply of lighting, internet access, electrical service and appropriate surrounding physical conditions are the responsibility of participating employees.
For more information on this process from UCLA visit the UCLA FlexWork Guide for Managers (PDF) shared with faculty and staff on July 1, 2021.
What does this mean for the DGSOM?
In alignment with UCLA's definition of flexible work (flexwork): Flexwork is a framework that guides alternatives to the standard eight-hour, in-person, office-based daily schedules that were the norm prior to the COVID-19 pandemic.
Flexwork at the DGSOM includes:
The terms "telework," "remote work" and "telecommuting" are used interchangeably.
Alternate Work Schedules
As outlined in UCLA’s flexwork policy and per the UC Personnel Policy for Staff Members, departments have the flexibility to establish alternate work schedules when determining whether hybrid approaches to flexwork will be effective in departments that need some employees to be onsite for a portion of their time, while keeping in mind the legal requirements of the Fair Labor Standards Act (FLSA) regarding exempt and non-exempt status, as specified in PPSM-30.
Alternate full-time work schedules may include:
*Alternate work schedules do not include reduced appointments or reduced work hours. Employees who wish to reduce their appointment percentages may request participation in the Employee-Initiated Reduction in Time Program (ERIT), or a regular appointment reduction. ERIT and regular appointment reductions are subject to departmental approval.
Yes. Formal support documents are above. Flexwork/telework agreements are required. The process depends on whether department leaders are submitting workforce requests, or if an individual is requesting flexwork for themselves. See the "Process and Documentation" section of this website.
While it is too early to accurately gauge the distribution of our hybrid workforce, we anticipate that by September:
We will provide additional distribution data once it is available.
Please note: Clinical personnel employed by the UCLA health system should follow guidelines set by UCLA health system leadership.
Yes. See the DGSOM's flexwork definitions and eligibility criteria to learn more.
There are certain aspects of flexwork and telecommuting that we are carefully considering, including ensuring equitable work-at-home arrangements, building a sense of community in virtual environments, balancing different workstyle preferences, and more. Targeted resources, training and support will be developed as part of our overarching flexwork strategy and implementation. A Cultural North Star subcommittee, chaired by Shawn Kang, Sr Director of HR Strategy at the DGSOM, is also evaluating culture-building opportunities in a hybrid workforce.
No. Categories of flexwork at UCLA include 1) telecommuting full-time, 2) onsite full-time 3) hybrid (a mix of both) and 4) alternate work schedules. As described above, the specific arrangement depends on the employee’s job functions and performance, the employee’s preferences, the manager’s business needs, and the availability of physical space. If the employee prefers to work onsite full-time, and this preference aligns with the manager’s business needs, the employee may perform their work onsite (contingent on availability of onsite workspace).
Yes. For those working a hybrid telework schedule, daily discounted parking is an excellent option if you come to campus fewer than 14 times a month. The daily parking option is available to all University employees and can be purchased online via payroll deduction. Daily discounted permits may only be purchased for same-day use and should be obtained before arriving on campus through the Bruin ePermit Portal.
Additional information on monthly parking permits is available here >>
If you have any questions, please email firstname.lastname@example.org or (310) 794-7433.
Large departments with multiple business units should submit a plan for each business unit. Smaller departments can submit one plan for the entire department. This decision is at the discretion of the Department Chair and CAO.
The process outlined for departments is for department leaders who are proposing a hybrid workforce on behalf of the entire department (broken down by job type, time onsite/remote/hybrid, etc.)
The process for “employee-initiated” requests is for an individual staff or faculty member who wants to submit an individual flexwork proposal. The process and review process is different than that described for department-wide proposals.
See processes: Individual vs Department
The information requested is the same business continuity information reported on during the COVID-19 pandemic, as requested by Assistant Vice Chancellor Michael Beck for reporting to the Office of the President Insurance & Risk Management and the Campus Chief Sustainability Officer & Executive Officer of Facility Management.
For a new employee, you can use the “employee-initiated” process at any point in the year. For broader, department-wide changes to the workforce plan, you will be able to submit those changes semi-annually.