University of Washington Human Resources

Designating telework arrangements

Last Updated: January 30, 2026

Whether a position or person is suitable for telework is based on the nature of the job duties, employee readiness for telework, and/or manager and team readiness for telework. Determinations are at management discretion and should be made thoughtfully, not based on any one factor alone (cost savings, employee preference, etc.), and reviewed with the employee for any changes or updates at least annually. Determinations should also be made and in a consistent, fair and transparent way that prioritizes equity and employee engagement.

Eligibility for telework should begin with analysis of the position suitability for telework followed by analysis of employee suitability.

Step 1: Position Telework Suitability

A position suitable for telework is one that has responsibilities that can be conducted through telework, using basic telecommunications technology without affecting service quality or organizational operations.

Characteristics of positions that DO NOT lend themselves to telework

• Job duties require access to specific personnel, onsite files, or specialized space/equipment/technology in order to effectively perform the job.
• The position has regular in-person client/customer/student interactions which are less efficient or effective in a remote environment.
• Position’s job duties require participation in onsite meetings or presentations.
• Telework relationship adds additional cost to the employer. For example, a remote telework arrangement should not typically result in the duplication of office equipment.
• Employee’s continued telework negatively impacts team performance.

Characteristics of positions that DO lend themselves to telework

• Job duties can be conducted outside of the worksite
• Teleworking does not affect the service quality or organizational operations
• Teleworking does not add additional cost to the employer.
• Teleworking does not negatively impact team performance.

Using Job Profile Telework Flags

Job profile flags in Workday indicate which staff job profiles are typically suitable for telework and are meant as a guide as units consider which staff positions to flag as typically suitable for telework based on position duties. When hiring new employees and transitioning current employees to new telework agreements, units are not prohibited from executing telework arrangements for staff employees in positions without a “Not typically telework eligible” flag, but it should be an indicator that any agreement should be carefully considered.

Job profile flags (found under “Additional data” on the job profile) are for use on all staff job profiles. Each job profile is marked with one of the following flags:

• Typically telework eligible: Job duties typically lend themselves to telework
• Not typically telework eligible: Job duties typically do not lend themselves to telework, including all limited term job profiles due to their short duration.
• Indeterminate: Job duties are not specific enough to determine whether the work is typically telework eligible (e.g., Professional staff temporary position). Determination must be made at the position-level.

Student, academic personnel, or “other” (e.g., contingent worker) job profiles are not flagged because position-level and worker-level telework designations are not required on those employment types.

To review the telework eligibility designation for employees you support, run the R0314 Employee Detail by Organization report and refer to the “Job Profile: Telework Eligibility” column. Alternatively, on the employee’s Worker Profile page, select the Job Profile link in the Job Details section and view the Additional Data tab to find the Telework Eligibility – Job profile section.

Step 2: Employee Telework Suitability

Hybrid work suitability criteria

Some employees may be better prepared than others to manage the unique requirements of teleworking. When evaluating a new telework request or a request to extend an existing telework agreement, managers should consider whether the employee has a record of satisfactory performance in the workplace and has demonstrated the ability to:

• Prioritize work to meet deadlines.
• Display self-discipline and accomplish job duties with minimal supervision/direction.
• Consistently follow UW policies and team norms regardless of work location.
• Understand their role and expectations.
• Be organized, highly disciplined and self-motivated.
• Communicate and coordinate effectively with clients, stakeholders, and team members over phone, email, and Zoom/Teams.
• Manage time effectively.
• Meet work performance and/or productivity levels whether onsite or teleworking.

Before approving a telework request, consider any changes needed to ensure your team continues to meet its objectives. Ensure that the employee and work product will be as effectively managed as their onsite colleagues.

Additional considerations include:

• Whether the employee has space that supports and is conducive to successful telework
• Whether regular onsite meetings or in-person client/customer/student interactions preclude a hybrid arrangement may depend on their frequency and degree to which they are within the teleworking employee’s control (e.g., a consultant or trainer may be able to schedule sessions for days they are onsite, whereas an advisor whose students “drop in”, or an employee at a customer service window cannot).

Remote work suitability criteria

Remote work agreements (100% telework) are supported by compelling policy, critical skill-based requirement, or family health circumstances.

In addition to considering the worker criteria above for hybrid telework, evaluate the employee’s performance based on the following additional criteria:

1. Has the employee’s work performance and/or productivity while remotely working remained stable or improved?
2. Is this a key employee to retain for your organization because of significant institutional knowledge or unique expertise that is hard to replace/replicate?
3. Does the cost of recruitment for and training of a new employee outweigh the impact to team culture and any challenges with telework?
4. Will the employee’s continued telework jeopardize the performance of a team? Does the employee manage a large or complex team?

Step 3: Indicate Telework Arrangement in Workday

When transacting Add Telework Agreement for Worker in Workday, enter a start and end date (not to exceed 12 months) for the agreement and choose the best reason for establishing the agreement:

• Annual Update: Telework agreement is from the most recent annual review
• Change in Job Duties: Telework agreement has been updated after a change in job duties.
• Change in Operational Needs: Telework agreement has been updated after operational needs necessitated a change in the telework arrangement (e.g., onsite customer support is needed another day in the week).
• Conversion: Do not use. Used to establish the initial telework arrangement after conversion of values in January 2026.
• Military Spouse or Other Special Assignment: Telework agreement is established due to military spouse relocation or similar change.
• New Telework Agreement: Used to establish the employee’s first telework agreement.
• Temporary Accommodation: Telework agreement is established as a result of a temporary accommodation.

Add Telework Agreement for Worker can be found using the Workday search or by navigating to it from Job Change from an employee’s record.

Standard Telework Designation Types

Standard telework designation types are regularly scheduled hybrid or remote telework arrangements as specified in the Telework policy. Standard telework designations require Unit head (or designate) approval and must be documented in a telework agreement.

Non-standard Telework Designation Types

Non-standard telework designation types apply to employees in positions with unique work arrangements that differ from standard telework arrangements.

Requisition-level telework designation flags

Requisition-level flags (found on the Workday requisition under the “Remote Type” value) are determined by the unit, are independent of the previous incumbent in the position, and serve to provide applicants with the best expectation of telework eligibility. The campus values include:

• Hybrid (telework 2 days or less per week) – The prospective employee will be expected to telework two or fewer days per workweek.
• Hybrid (telework 3 days or more per week) – The prospective employee will be expected to telework three or more days per workweek.
• No Telework – The prospective employee is not telework eligible.
• Occasional Telework – The prospective employee typically would not telework, although occasional telework during operational suspensions or other ad hoc situations may be allowed upon manager approval
• Remote (100% Telework) – The prospective employee would work remotely

Medical Centers managers will provide UW Medicine Workforce Management Systems hrwms@uw.edu with additional detail for their unique posting values.

Step 4: Audit Telework Designations Annually

Unit administrators are encouraged to regularly audit, and update when necessary, the telework designations for the employees they support. Specifically, HR Partners and HCM Initiate 2s should ensure all Workday records accurately reflect:

• Whether the employee’s position is telework-eligible, and
• The employee’s current telework arrangement (e.g., whether they are or are not currently teleworking, and if they are, how many days a week are they teleworking).

When an employee already has a telework arrangement in Workday, End Telework Agreement for Worker must be transacted before an updated or replacement telework arrangement can be entered.

Unit administrators can review telework eligibility and telework participation designations for staff they support by running the R0314 Employee Detail by Organization and R0753 Managers and Their Employees reports.