Hybrid Work at Unity Environmental University: Empowering Leaders, Balancing Needs.

The New Reality of Work:

At Unity Environmental University, we’re not in the business of chasing trends. The hybrid workplace isn’t a buzzword for us; it’s a tailored solution thoughtfully designed to balance flexibility with our institution's operational needs. Our mission is clear: decisions here are based on the position, not the person. This distinction ensures that we serve our students, staff, and mission without compromising on what makes us effective as a unified organization.

The conversation around hybrid work often focuses on entitlement: “I work better from home,” or "Do you not trust me?" or “I’m more productive in the office.” But here’s the truth: your preference matters, but it doesn’t override what the job demands. Our approach? Empower supervisors to navigate this balance within institutional guardrails, providing flexibility while maintaining focus on what drives our mission forward.

Flexibility with Purpose:

Hybrid work isn’t just about allowing people to split their week between home and office. It’s about asking, “What does this role require?” A position that involves hands-on mentoring of students or leading collaborative teams may demand more in-person presence. Conversely, roles focused on independent research or data analysis might thrive in a remote setting.

We’ve built our hybrid model around this understanding, offering flexibility where it makes sense while remaining anchored to our core purpose. This balancing act requires discipline and training, not just in our employees but also in our supervisors, to lead with clarity and intent.

Empowering Supervisors as Decision Makers:

At Unity, supervisors are the linchpin of our hybrid strategy. We give them the tools and authority to make decisions based on what their teams and roles need to succeed. Within our institutional framework, they set expectations, define what hybrid looks like for their Unit, and adapt as necessary.

This approach is recommended because no one-size-fits-all approach can address our organization's diverse needs. Supervisors are closer to the work, the teams, the students, and the clients. They’re best positioned to determine the optimal mix of remote and in-person work to achieve results.

But let’s be clear: this isn’t a free-for-all. Our institutional guardrails ensure minimum expectations across the board. Supervisors have flexibility but are also responsible for communicating clearly, setting boundaries, holding their teams accountable, and having them be physically present when requested or needed.

Separating Preference from Entitlement:

One of the toughest conversations in today’s workplace is distinguishing between preference and entitlement. Yes, we value employee input; but ultimately, the needs of the role come first. Here’s what we tell our teams: Hybrid work is a benefit, not a right. It’s not about what you want but what your role requires. When we focus on positional needs rather than personal preferences, we ensure that flexibility works for the mission, not against it. That’s how we maintain fairness and alignment across the institution. The answers won’t always be easy, but they’ll always lead us forward.

Here is How We Do Work Flex Work Benefit:

• Prior To Hiring or Starting a Search: Positions are designated In-Person, Flex-Eligible, or Remote (currently only available for Distance Education full-time instructors).
• Two Days On-Site Minimum: Employees must work from their Unity office at least two full days per week. If remote days are maxed out due to PTO or weather events, employees must either report to the office or use additional PTO.
• Supervisor Discretion: Supervisors may tailor Flex Work arrangements based on team and positional needs. This flexibility ensures operational goals are met while offering personalized solutions.
• Partial On-Site Days Don’t Count: A short in-person meeting followed by remote work does not fulfill the on-site requirement. On-site days must be full workdays.
• Accountability for Supervisors: Supervisors who fail to manage the benefit correctly will face corrective action, including the potential loss of their authority to offer Flex Work or other disciplinary measures.

Key Points on Flex Work Benefit at Unity:

Flex Work is a benefit, not a default. It’s designed to provide flexibility while meeting the institution's operational needs. Employees are expected to work on-site unless they are eligible for and approved to use the Flex Work benefit.

Short weeks still require on-site presence unless PTO is used. When paid holidays and/or scheduled time off shorten your week, remaining workdays must be on-site to meet the minimum institutional requirements. The only alternative is to use PTO.

There are no guaranteed remote days. Flex Work benefit is based on the needs of the role or supervisor, not personal preferences. While supervisors have the discretion to tailor arrangements, they do so within the framework that prioritizes the institution’s goals.

Clarify expectations with your supervisor. Since Flex Work arrangements can differ between units and roles, open communication is essential to ensure compliance and avoid misunderstandings.

Our Commitment to Preserving the Benefit:

We value our Flex Work benefit as a tool for enhancing work-life realities while maintaining productivity. To protect this benefit, we address misuse on an individual basis rather than applying blanket changes. This ensures that those who comply in good faith can continue to enjoy its advantages.

That said, we recognize that no approach is perfect. If Flex Work, as structured, doesn’t meet someone’s expectations, it’s important to acknowledge that Unity’s approach may not be the right fit for everyone. We’re proud of our approach and stand by its balance of flexibility and accountability.

Common Misunderstandings for job seekers:

“We work on-site, and remote work is the exception.” Flex Work is not a remote-first policy. You are expected to be on-site by default. Eligible employees may work remotely within the scope of the benefit, and supervisory approval can vary across units and individuals; that’s okay and part of our model.

“If you’ve already worked remotely for three days, you cannot work remotely again that week.” If circumstances arise on the fourth or fifth day, you are expected to work on-site or take PTO. Remote work beyond the three-day limit is not permitted under the benefit.

“No single day of the week is an automatic work-from-home day.” We’ve heard it all: “I never come in on Wednesdays,” “My schedule doesn’t fit Tuesdays,” etc. This isn’t how Flex Work operates with us. You are expected to be on-site when required, regardless of personal routines, when you are not on PTO.

“Partial on-site days don’t count.” Coming to campus for a couple of hours for a meeting and then returning home does not fulfill your on-site requirement. On-site days are full workdays, ensuring presence and engagement with your team.

Final Thoughts:

Flex Work is a benefit at Unity that works when everyone respects its boundaries. It’s an approach designed to support our people and mission, but it’s not a one-size-fits-all solution. By following these guidelines and maintaining open communication, we can ensure this benefit continues to serve those who use it responsibly and in alignment with our institutional goals.