Remote Work

Remote Work allows for increased productivity through quiet time, an opportunity for uninterrupted projects, reduced energy consumption, and the feeling of empowerment and control of their work by employees.

The following guidelines are presented to assist in developing employee remote work arrangements that are equitable, clearly understood, and to the mutual benefit of the unit/department and employee. Employees and supervisors are expected to follow these principles in managing remote work arrangements.


Remote Work, also referred to as "flexplace," is an arrangement in which an employee performs work at a remote worksite (such as home, library or business center) for a specified portion of the workweek. Remote work may be long term, regularly scheduled and ongoing, or short term in response to a event such as hazardous air quality, environmental events, or other situational workplace/schools closure. 

Request and Approval

For long-term, scheduled remote work as a regular schedule, the employee initiates a request to work remotely by submitting a proposal to their supervisor and/or unit/department head.

Supervisors and/or unit/department heads have the authority to approve flexible work arrangements (FWA).

FWA shall be initiated on a trial basis, and may be discontinued at any time at the request of either the employee or supervisor/department head. The unit/department reserves the right to immediately suspend the arrangement in case of unanticipated circumstances regarding employee performance or operational needs.

If the employee and supervisor/department head agree to a remote work arrangement, they must complete the Flexible Work Schedule Form and the Flexible Work Agreement Form. Agreements shall be time-specific with a date for review and reconsideration. Modifications and/or renewals shall be appropriately documented. The Schedule shall be maintained in the employee’s personnel file, with copies for the employee and supervisor/department head and the Agreement is submitted through appropriate HR channels using the Docusign system on the Formalizing Flexible Work Arrangements page.

Technological Considerations

The first technical step in considering remote work is to contact your IT department for options/solutions of working remotely.  For those staff in Finance, Operations and Administration (FOA) please refer to this article and links for accessing your various e-communications/files. Tool availability varies across departments and we recommend contacting your tech support team for specifics. Some units may have special circumstances and policies prohibiting the use of select tools.  Please refer to UC Davis Telework Tools to see commonly used tools accessed via a web browser.

Watch Organize Your Physical and Digital Workspace in the UC Learning Center (27 mins.)

Additional Considerations

Issues that may preclude granting a request for remote work include operational needs, staffing patterns, space considerations, and health and safety.

The employee must be willing and able to forego remote work and work at the primary worksite as requested by the supervisor/department head for operational needs.

In the event that more employees request remote work arrangements than a unit/department can reasonably manage, the supervisor/department head shall respond to requests that are consistent with these guidelines in ways that are equitable to all employees and in the best interest of the university. Among the measures that might be adopted are rotating turns between employees, blacking out certain days, or limiting the number of work hours allowed to be performed through remote working.

Nature of Work
  • The work should involve clearly defined tasks and well understood outcomes. The focus in remote work arrangements must be on measurable results. The supervisor/department head shall communicate in advance what assignments are appropriate to be performed at the remote site. 
  • Jobs that entail working alone or working with equipment which can be kept at the alternate worksite are often suitable for remote work such as a writer, analyst, word processor, administrative assistant, programmer, or other "knowledge" work.
  • Jobs that require physical presence or constant interaction with clients, coworkers and students to perform effectively are normally not suitable for remote work such as a receptionist, mail processor and instructor.
  • The employee shall be available to travel when their work requires, including to the primary worksite when necessary, regardless of the remote work schedule.
  • Remote work by the employee should not negatively affect the workload or productivity of coworkers either by shifting burdens or creating delays and additional steps in the workflow. The supervisor/department head should ensure that other employees in the unit/department understand how and why each FWA functions.
Eligibility of Employee
  • Remote work is not appropriate for all positions, or in all settings, or for all employees.


The employee and supervisor/department head shall complete the Flexible Work Schedule and the Flexible Work Agreement Forms.  In the case of represented employees, the supervisor/department head shall obtain review and approval of the proposed agreement from an Employee/Labor Relations Specialist to assure compliance with UC/Union Collective Bargaining Agreements and/or Fair Labor Standards Act.

The employee shall work the hours agreed upon and obtain approval from the supervisor/department head in advance of working any overtime.

The supervisor/department head shall maintain open communication, ensure that the employee’s hours of work do not fall below the normal workweek hours, and discuss with the employee any concerns as they arise.


The employee must ensure that university equipment and records in their possession are used for university business, maintained in safe and secure conditions, and available to the unit/department when requested. 

The employee is expected to provide an adequate remote worksite with internet access. Refer to Environmental Health & Safety for information regarding ergonomics. 

With a 24-hour minimum notice, the supervisor/department head may visit the employee’s remote worksite to determine its adequacy and to inspect or retrieve university-owned equipment and supplies.

University equipment in the employee’s remote worksite is subject to the same inventory control and disposal procedures as that in the primary worksite. Departments can allow remote workers to take University-issued office equipment home, to improve their productivity and ergonomics. Departments must complete and save an employee agreement when University-issued office equipment is taken off-site, or purchased/reimbursed on behalf of an employee who will use the equipment off-site. 

If the property is stolen or damaged while offsite, the primary insurance coverage will be that of the employee, with the university’s being in excess thereof. The supervisor/department head should advise the employee that working from home may affect their homeowner’s insurance coverage. The employee should review their policy and discuss any concerns with their carrier.

The employee is responsible for bringing equipment to the primary worksite for inspection, maintenance and repair. The unit/department will repair and replace university equipment unless it is lost, damaged, or stolen through the employee’s clear negligence or abuse.

A university email account shall be used only for university business conducted during work hours. Sensitive data must be afforded the same degree of security and confidentiality as when working at the primary worksite. 


Third Party
  • There is no public liability for an employee working from their home, provided they are not using the premises to engage the public.
  • Mitigation Measure: The employee should not receive visitors on work-related matters at the remote worksite while remote working.
  • The employee’s personal auto liability coverage is primary and must comply with UC Policy G-28 on regulations governing travel. 
  • Mitigation Measure: The supervisor/department head should advise the employee that using their vehicle for university business may affect their auto insurance coverage. The employee should review their policy and discuss any concerns with their carrier.
Workers Compensation
  • Work-related injuries incurred at the remote worksite, during agreed upon working hours, are covered by Workers Compensation and should be reported promptly to the supervisor/department head. 
  • Mitigation Measure: The supervisor/department head should advise the employee that such reports of injuries will be handled in the same manner as reports of injuries at the primary worksite.

Protection of the University’s Intellectual Property

  • The university may risk a loss of intellectual property and/or risk infringing on the privacy rights of others if workers disclose information they should not as a result of the informal setting.
  • Mitigation measure: The supervisor/department head should ensure that the unit/department's policies regarding proprietary and personal information cover remote worksites and should advise the employee about the risks of inadvertent disclosure of unit/department or personal information, the value of that information, and the consequences of disclosure. 


  • The university may be liable for sex discrimination if a unit/department acts on sex stereotypes about who would be most qualified to telecommute. Unit/departments should be careful not to decide remote work arrangements based upon an employee's disability or status.
  • Mitigation measure: Supervisors/unit/department heads should be educated on the importance of not making assumptions about employees who request remote work. Requests should apply consistent criteria for approval.

Electronic privacy concerns

  • An employee's expectation of privacy in the workplace (email, phone calls) may increase when working remotely. This is not a huge concern given the expansive privacy rights and incidental use afforded by UC policy.
  • Mitigation measure: Unit/departments should put into writing what the employees' expectation of privacy should be.