1. Teleworking@KU Leuven
Policy implementation

2. Teleworking policy: guiding principles
Teleworking = a form of flexible and self-organising work
Generic policy that is applicable for the majority of the employees
Based on mutual trust and a sense of responsibility, constructive collaboration and good terms of agreement
Importance of having a dialogue about aligning the organisational needs and the individual needs
The assessment criteria support the decisions on teleworking
Clear terms of agreement and transparency regarding a person’s availability and accessibility form an important part of a successful and collegial cooperation within a team
A simple and lean administration

3. ? (*) Reflection & dialogue no yes
All employees can request to undertake teleworking.
All supervisors have the responsibility to discuss teleworking options with their team/ employees.
Every board (department/faculty/management) monitors the application of the guiding principles and the framework agreements.
Employee
Criteria for determining teleworking:
Are there non-location specific assignments that lend themselves to teleworking?
Can we guarantee the continuity of service and operations?
Which activities prevail over teleworking?
Does teleworking cause a disproportional workload among colleagues?
Is the employee sufficiently trained/ settled into the job/ able to work autonomously to perform the assignments via teleworking? ?
Reflection & dialogue
Supervisor
(*) no
yes
(Temporary) need for teleworking on a more structural basis?
Framework agreements
Regulatory minimum = teleworking in exceptional cases
Teleworking on an occasional basis
Teleworking on a structural basis
Application & motivation
Registration
Application & addendum
(*) If no consensus can be reached after further consultation with the HR consultant, the request is submitted to the board. If this does not lead to a consensus either, the employee can submit the request to the subcommittee of the personnel matters committee (CPZ). Their advice is passed on to the supervisor and the Board (faculty/department/management).

4. Teleworking on an occasional basis
Most frequent form of teleworking
Occasional = once in a while, when the work allows it, no fixed day, no maximum amount of days
Framework agreement “teleworking on an occasional basis” clarifies the basic agreements within each entity. The local entity can refine and add some elements to the basic agreements, taking into account the needs of the local work context
Possible additions/ refining:
Agreements on guaranteeing continuity of service and operations
Application procedure (terms, person to be addressed…)  
The way the teleworking time has to be registered (e.g. electronic agenda)
Accessibility (means of contact) during teleworking
Guaranteeing safety and confidentiality of information, documents…

5. Teleworking on a structural basis
Employees who (temporarily) want to telework on a more structural basis because of the type of work or because of the combination of work with other areas of life .
Can be useful when there is a need for structural and frequent teleworking for specific (temporary) situations.
This option implies less flexibility and it can have an immediate impact on direct colleagues.
Structural teleworking is regulated by an annex to the employment contract.
The feasibility is assessed/ evaluated at least once a year and when important changes occur in the employment relations (e.g. switch of supervisor, change in employment percentage…)

6. Teleworking in exceptional cases
Law of March 5, 2017 concerning ‘workable and agile work’ stipulates that all employees can apply for teleworking in exceptional cases, namely in case of supervening impossibilities (circumstances beyond your control) or for personal reasons.
At KU Leuven we regard this as the legal minimum.
Application via an to the supervisor mentioning the requested date(s) and the reasons for the application.
Supervisor confirms as soon as possible whether he/she accepts the request.
In case of a rejection, the supervisor provides a sufficient explanation in person and in writing.   

7. General and practical agreements
Confidentiality and security
The employee will take the necessary precautions to guarantee the security and confidentiality of information and documentation made available by KU Leuven. These measures and/or safeguards can be further specified within the entity, if the entity deems it necessary or advisable.
Provision of equipment and technical support
The staff member must take responsibility for a well-functioning computer, telephone and internet infrastructure. If the staff member has a KU Leuven laptop, it is also used for teleworking.
Expenses KU Leuven does not reimburse costs related to the occasional, structural or exceptional telework, such as electricity, heating, printing, office furniture, etc.
Occupational accident insurance The work accident insurance also applies during teleworking. The registration of the teleworking days/hours is important in this respect.
When considering teleworking abroad, you should contact the HR Consultant International Mobility. The possibility of teleworking abroad must be examined. There may also be special consequences for, among other things, the applicable social security and taxes.

8. Implementation: more information
Intranet:
or /intranet/working_hours/teleworking
General information & explanation
Framework agreements
What if teleworking is difficult or not negotiable?
Some pages with teleworking tips & tricks

9. Expectations for implementation?
Set up a dialogue within your team and make agreements on:
Communication methods
Accessibility and impact on the team
registration (how/ when/ to whom)
Dealing with confidential documents/ information
checklist as a tool
Set up a dialogue between employee and supervisor about the possibilities for teleworking on an occasional teleworking
Criteria
Task inventory as a tool
In need of support? HR consultant
for general questions:
June 2018: monitor the implementation situation and monitor the process together with the board.

10. Any questions?