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Work Models at Yale
Excellence and Flexibility
Rather than a “one-size-fits-all” work model to define when, where, and how Yale staff members perform their work to support its missions, the University has adopted an approach of “excellence with flexibility” to shape the way we perform our various roles. At Yale, work models are based on operational needs and fall under two main types: FlexPlace or the location where work is performed, and FlexTime, which provides alternatives to a traditional work schedule.
FlexPlace
Based on department operational needs and responsibilities, FlexPlace work arrangements fall into four general categories.
FlexTime
An employee may request a FlexTime work schedule to plan work around personal obligations while keeping a standard number of core hours.
Vision and Guiding Principles
Vision
Yale strives to have all community members feel welcomed, respected, accepted and understood, and able to reach their full potential to serve Yale’s mission—and the world at large. The University prioritizes the recruitment and retention of highly qualified and engaged staff members who seek professional fulfillment within a collegial environment.
As new work models emerge, Yale integrates these priorities with both its mission-driven and operational needs. The university continues to value the connections that are developed on campus and with our New Haven community.
Guiding Principles
- Excellence
Yale staff members are committed to the highest standards of excellence in thought, execution, and performance. - Empowered and accountable staff members
We trust and empower our staff members and expect transparency and accountability. - Innovation, collaboration, and belonging
While the idea of when, where, and how we perform our work has expanded, the value of bringing people, their talents, and their ideas together in the “workplace” has not diminished. We value innovation, collaboration, learning, a sense of belonging and a connection to New Haven, our host city. - Effective and sustainable work arrangements
When feasible, flexibility in the way we work promotes work-life balance and meets the diverse needs of Yale’s current and future staff members. We consider the operational needs of the unit, governing policy, regulations, labor contract agreements, and the nature of the position when designing and approving flexible work arrangements. We act objectively, fairly, and without bias or favoritism. Work arrangements are creative, agile, and reciprocally beneficial to the individual staff member, the department or work unit, and the institution. - Communication
Frequent and transparent communication between the staff member, the manager, and the department or work unit is critical to building and sustaining creative and agile work arrangements. - Evolving practice
Yale’s approach, methods, and guidance will continue to evolve based on best practice principles within and outside of Yale, and with feedback about the experiences and needs of our department and work units, managers, and staff members.
For additional information about work models at Yale, please contact your Human Resources Generalist (HRG).