Update on Workplace Arrangements

April 26, 2022

To: Yale Staff
Cc: Yale Faculty

Dear Colleagues,

In our December 3, 2021 memo about the future of work at Yale, we expressed that the University’s staff workforce does not require a “one-size-fits-all” approach to how, when, and where we perform our work given our extensive learnings gained over the past two years. Our strategy of “excellence with flexibility” broadens the employment offering at Yale, consistent with the new and evolving work environment in our community and nation.

We write to affirm this philosophy and to remind you of the four categories of work that we highlighted in December. Please note that the University and Local 34 are in discussions over the terms and conditions for long-term hybrid work arrangements for Clerical & Technical staff members.

Vice presidents, deans, or their delegates will determine which of the following four work arrangements will apply to each of their staff members based on the varying responsibilities and operational needs of their units and departments, effective July 1, 2022:

• Fully on-campus: These positions require a physical presence on campus to perform their work. Clinical operations, hospitality, security and police, and operations and maintenance positions are some examples of this category of work.
• Hybrid (steady/annual schedule): These positions maintain a consistent balance of on-campus and remote work throughout the year. Important note: the number of days per week that employees in this category shall work on campus will be determined by their vice president, dean, or delegate, with that number being no fewer than 2-3 days per week.
• Hybrid (tailored/seasonal): These positions have schedules that fluctuate based on the nature of their work and the time of the year. Examples may include student-facing roles.
• Largely remote: These positions only work on campus occasionally and require HR approval in advance based on unique aspects of the work. Vice presidents and deans or their designees who have specific teams or roles for whom they would recommend 100% remote work should contact the Future of Work at Yale committee for review and approval. It is our expectation that the overall number of roles in this category will be limited.

Some units at Yale have already implemented this new framework with their staff members, but we encourage those leaders to confirm these arrangements with their staff members for July 1 and beyond. For all other leaders, we ask that you let your employees know their post-July 1 work arrangements as soon as possible, and no later than Friday, May 13, to provide sufficient time for planning.

Parking

After a two-year pause on paid employee parking, monthly and per diem charges will be reinstated on July 1 at a reduced rate. Monthly parking charges will be cut by 50% from the previous parking rates in 2020. Per diem rates will also be reduced by 50% for individuals who prefer to use daily parking rather than monthly parking. More information on parking rates is forthcoming.

On-Campus Workspaces

As we adjust to an environment where a meaningful amount of work will be done away from campus, we will assess the space utilization of our buildings to ensure optimal use. To that end, employees working on campus less than 50% of the time should expect to share workspaces with other employees over the long term. As we gain a better understanding of the new staff work patterns at Yale, we will provide additional guidelines for shared and dedicated workspaces.

Conclusion

The changing work environment across the University and country will continue to evolve for years to come. We will closely monitor these developments along with the priorities of Yale University and the needs of our employees to ensure we are creating the best work environment possible. Thank you for your flexibility and understanding as we navigate these uncharted waters together.

Sincerely,

Jack Callahan Jr., Senior Vice President for Operations
John Whelan, Vice President for Human Resources