Resource For Managers: Managing Hybrid Employees

As the COVID-19 pandemic evolves, DND has mandated a transition to a hybrid work model – one that combines on-site and remote/telework –to allowed for continued operational effectiveness, while offering flexibility to the degree that’s possible. This resource is intended to equip managers with inclusionary skills, strategies, information and resources to be ready for this transition, and to prepare for employee questions that may arise.

On this page

• Top recommendations
• Other important guidelines
• Top 10 best practices to be a good leader to hybrid employees
  • Flexible Work Agreements (FWA)
  • Supporting Hybrid Work Employee Wellbeing
  • For further assistance

Top recommendations for managers to lead and support their employees through transition to a hybrid work model:

• Ensure a meaningful on-site workday: Working on-site allows employees to make social connections, foster collaboration, have in-person meetings, have face-to-face group discussions, and more. Managers should plan ahead to make sure their employees are taking advantage of the benefits of working on-site.
• Collaborate with other managers - Managers are encouraged to have open discussions about on-site work, its challenges, and the opportunities it presents, so they can develop an action plan which outlines how to alleviate challenges and make the most of the opportunities.
• Communicate Occupational Health and Safety Information - Prior to returning to the office, managers must provide detailed information about workplace safety protocols and expectations to their teams, including the General Safety Plan (GSP) and the implementation of provincial Public Health Measures (PHM). This is especially beneficial for apprehensive employees to visualize what returning to office will look like.
• Familiarize yourself with upcoming Flexible Work Agreements (FWA) - Managers must have early and consistent conversations with their employees about the shift in work posture and familiarize themselves with the guidance criteria for on-site and telework to help support decisions related to teleworking and to ensure any additional considerations are addressed (e.g., accommodation). Additionally, managers are to encourage their employees to explore and trial different ways of working in the late summer/early fall so that they can make adjustments as needed when we transition to hybrid work in the late fall.
• Parking Logistics (except NCR) - It is important that managers estimate and inform departments (such as MSOs in-charge of their respective regions) of their employees who plan to work on-site either full-time or on a part-time/intermittent basis. This is an important step to organize and manage the rotational parking needs.
• Employee Ergonomic Needs - As a primary component of workplace safety and employee wellbeing, employee ergonomic needs must be identified and met when possible. This can be done by communicating with teleworking employees of your team and seeking feedback on their evolved needs and preferences compared to their previous ergonomic assessments.
• Depersonalization of Workspaces - Inform employees about the transition to hybrid work and the new mandate for depersonalization of workspaces moving forward to accommodate a rotating flow of on-site work as identified through the approvals of the Flexible Work Arrangements (FWA), which will be released in the fall.^*

^* Employees may be provided with a locker for their personal items where shared desk policies or unassigned workplace policies are in place, to support seamless workspace reassignment to others when vacant.

Other important guidelines to be mindful of during this transition:

• Presence with Purpose – As managers are trialing the return to the workplace, it's important to consider the reason for the in-person requests. Managers should have open dialogues with their employees about the value of time spent onsite and encourage trialing both autonomous and group tasks. In some instances, managers may be required to take the lead on identifying opportunities for onsite work and request the attendance of their employees.
• Employees' unique circumstances must be considered in order to ensure a healthy and safe work environment for all DND employees. It is also important to acknowledge that members of equity deserving groups tend to experience workplace discrimination disproportionately, and further considerations and conversations may inform decisions that lead to a more equitable workplace for all.
  • Managers must also ensure that workplaces are inclusive and allow employees who fall in the groups protected by the Canadian Human Rights Act to participate fully by removing barriers, preventing or reducing discrimination, and engaging in the duty to accommodate.
• Identify occupational hazards at both, on-site and off-site locations and eliminate or control them.
• Review regional Public Health Measures (PHMs) to ensure you understand the workplace health and safety requirements for you and your employees.
• Focus on accomplished work rather than the time spent at work, either in the office or from a teleworking location. It is important to be flexible and consistent, with clear communication expectations, desired outputs, and their associated timelines.
• Acknowledge non-work stress in a post-pandemic world. Many personal responsibilities have evolved over the past two years that may require employees to take on additional roles and responsibilities, including but not limited to caregiving, parenting, guardianship, volunteering, community service etc. Additionally, employees working in different time zones may face extenuating barriers such as work time expectation, team deadlines etc. and would need to be accommodated for such eventualities.
• It is important to mitigate individual proximity bias and ensure that employees working on-site or in close proximity and teleworking employees or employees in a different time zone have equitable access to responsibilities and opportunities within the team.

Top 10 best practices to be a good leader to hybrid employees

• Iteration is key: As a leader, you will need to assess, address and reassess your workflows, the way you communicate and the tools you use.
• Seek employee feedback: throughout the transition to hybrid work via monthly or bimonthly check-ins and surveys.
• Rethink the workflow: Using technology and program management tools, we are better prepared to work virtually than ever before. Make sure that tasks are assigned fairly and evenly across employees.
• Establish inclusive teams by allowing each member to speak in each meeting, carving out collaborative conversational time for input from your employees.
• For team leaders with employees working across Canada, consider designating core 'Pancanadian work hours' within your workdays. Set hours in your day for collaboration and meetings that are compatible with all Canadian time zones, where everyone plans to be available at the same time.
• Get rid of nonessential meetings: Meetings are a potential culprit for time not well spent. Some meetings are important, while others accomplish little and leave us with fewer hours in the day to focus on more important parts of our work.
• Identify and stop toxic workplace behaviours: In extreme situations, employee productivity may be impacted by negative interactions with teammates or superiors. As a manager or supervisor, you have a responsibility to identify and address these situations when they happen. All employees are expected to abide by the Values and Ethics Code.
• Even the odds: Ensure that opportunities are equally shared among your team members to give everyone the same chance at gaining new experiences when possible.
• Think about your own mental health: As leaders, you are required to look out for the mental health and well-being of your employees, but your needs can sometimes get put on the back burner.

It is additionally recommended that all managers re-acquaint themselves with the following resources:

• Directive on Terms and Conditions of Employment
• Conflict Management Strategies
• Directive on Prevention and Resolution of Workplace Harassment and Violence
• Values and Ethics Code for the Public Sector
• FlexGC

Flexible Work Agreements (FWA):

As we trial the return to the workplace, work-style preferences will change, as lessons learned are realized. At this time, we encourage managers to maintain open dialogues with their team about their flexible work arrangements and preference. It is not necessary to update existing FWAs during this trial phase. Updated guidance to support the revised FWA will be issued later in the fall. Below are a few reminders and resources, to help support you and your team:

• Ensure employees are aware of their rights and responsibilities.
• Become familiar with ADM(HR-Civ)'s Guidance to Managers on Managing a Flexible and Varied Civilian Workforce.
• Take an active role in finding various approaches and solutions to accommodate employees.
• Ensure that all medical and personal information and records remain confidential.
• Maintain consistent contact with teleworking employees.
• Monitor the effectiveness of the FWAs and make notes on aspects of the FWA that work for you and your team, and of things that do not.

It is important to note that FWAs are voluntary arrangements that can be terminated or amended by either party at any time due to operational requirements and/or personal reasons. In cases where FWAs need to be changed, a notice of at least four weeks will be given by the party initiating the change.

Supporting Hybrid Work Employee Wellbeing:

While the physical health hazards of the COVID-19 pandemic are being managed by public health guidelines and workplace protocols, assisting employee mental health is a joint effort of the management/leadership and their employees. As such resources for assisting employee mental wellbeing at DND include:

• Health Canada – Employee Assistance Services (EAS) Crisis and short-term counselling available to employees and their eligible family members 24/7:
  • By calling 1-800-268-7708 OR 1-800 567-5803 (teletypewriter)
  • Via Chat Services, available Monday to Friday 0800-1930 (EST)
  • Through HC EAS Chat at www.canada.ca/eap-chat (password: canada)
• EAP Peer Advisors are available to assist you in navigating mental health and well-being resources. Email EAP-PAE@forces.gc.ca to be connected to a DND colleague in your area for support.
• LifeSpeak is a mental health and wellbeing platform that provides expert education and advice on issues that affect everyday life. To access:
  • Visit canada.lifespeak.com. Select Canadian Armed Forces (Military) or Department of National Defence (public service) and input corporate ID: canada and password: Canada; or
  • Download the App: client name: canada / corporate id: canada
• The Mental Health and Well-being Resource Catalogue (DWAN only) provides employees with 600+ support and educational resources on a variety of topics.
• MHCC’s Manager’s Toolkit: Leading in a Hybrid Work Environment: a toolkit to help managers and employees reduce mental health stigma and foster collaborative solutions to the unique challenges of hybrid workplaces.

For further assistance:

Contact HR Connect for all of your HR Related questions

• Toll Free: 1-833-RHR-MDND (1-833-747-6363) between 8:00 am and 4:00 pm Eastern Standard Time.
• Via HR Connect RH  (link accessible only on the DWAN) or download the HR Go RH App.

We encourage managers to share lessons learned as we transition to a hybrid work model to the Future of Work Positional Mailbox.

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