Ok, so you've determined that a Hybrid work arrangement is suitable for this particular role or for your team.

Follow the 2 steps below...

Read the definition of Hybrid work and the approvals needed,

to ensure that this work arrangement still applies to the role or to your team:

Hybrid Work Arrangement

A hybrid work arrangement is one where an employee is required to work on site for a portion of their time, but can telework effectively from an alternate non-Lab location for the balance of their work time. Hybrid work is an arrangement for some part(s) of the employee’s work or workweek to be performed at a location away from their Berkeley Lab-provided workspace on a regular or recurring basis. These may be the most complicated flexible work options to arrange since the hybrid arrangement scheduling needs may vary by position and generally require coordination generally require coordination of schedules with other staff to make sure that on-site business needs are met. Hybrid work arrangements may either require a fixed schedule (e.g. 1–4 days per week), or may be more fluid as determined by the needs of the business and/or the position’s duties.

Approvals: Hybrid work requires supervisor approval and work space at the Lab may be shared with other hybrid workers at the discretion of their division leadership.

refer to pg. iii of the FWA Toolkit: Process Guide for further definitions & examples of work arrangements

It's possible that the employee might have expected to work off-site or have a hybrid work arrangement because they've been successful in conducting their job duties in a remote/telework mode for over a year. And while that may be true, they need to understand the business need for requiring them work onsite.

When differences in opinion arise, and an agreement is not reached in the initial discussion, it’s ok. This can be a healthy part of the process. Each party should make note of where there isn’t alignment, and agree to reconvene at another time after further consideration. Both should take time to carefully consider the other’s perspective and challenge their own assumptions. Be prepared to discuss again and consider modifications to the initial proposal or alternative options, if appropriate. If after a follow-up discussion an arrangement is not reached then either party may contact their HR Division Partner for additional support and resources.

For tips on navigating difficult conversations during the lab-wide transition to a hybrid organization,

please visit our FLEXIBLE WORK LEARNING RESOURCES , "Leading Through Change & Crisis Management" section for learning material.

You can also contact your HR Division Partner for additional support.