People – DND Guidelines for Hybrid Work

Introduction

Assistant Deputy Minister (ADM) Human Resources, Civilian (HR-Civ) is leading the “People” component of the implementation of the Common Hybrid Work Model and the Direction on Prescribed Presence in the Workplace.  The following provides direction and guidance on core aspects of hybrid work (accessible only on the DND network), including compliance, monitoring, the duty to accommodate, exceptions, and optimizing hybrid work. The application of these guidelines will contribute to an accessible, inclusive, meaningful, and productive workplace across the Defence Team.

Application of Agreements

• All DND public service employees who are working in a hybrid model or teleworking full-time must have a valid agreement including:
• Full-time on-site employees unless identified by the respective L1, hybrid employees, and full-time remote employees
• Indeterminate employees, students, term, and casual workers (*terms, casual workers, and students may be eligible for an exception.  Please review applicable policies on exceptions
• Employees on secondment with DND (use alternate form (accessible only on the DND network)

Full-time DND public service employees with a hybrid work agreement must maintain a minimum of three days on-site per week and executives are to be present at the worksite four days a week.

L1s that have identified positions that are required to be full-time on-site need to communicate this information to the team responsible for compliance tracking at myworkarrangements-mesregimesdetravail@forces.gc.ca. These employees are not required to have a hybrid agreement and will be removed from monitoring and reporting process once the position has been confirmed by the L1 as full-time on-site.

Accountabilities for Hybrid Work

Managers/supervisors are accountable for:

• Ensuring all employees have a valid work agreement and that they are updated as required, at minimum annually.
• Confirming employees have reviewed DND’s Terms and Conditions for Telework.
• Respecting departmental L1 processes and procedures when making a decision to enter into a telework agreement with an employee.
• Assessing an employee’s request to telework on a case-by-case basis and that the decision and reasons are communicated in writing to the requester.
• Tracking and monitoring employee compliance with the employees' work agreements while taking into account the Direction on Prescribed Presence in the Workplace.
• Validating the employee is aware of the departmental health and safety policy, guidance and program requirements when teleworking. 
• Confirming the employee is aware and knows how to report immediately to the supervisor any accident and injury on duty, occurrence of harassment and violence related to work.
• Actioning appropriate administrative and, if necessary, disciplinary action in cases of an employee being non-compliant with the terms of agreements, in consultation with Labour Relations (accessible only on the DND network).
• Assuring the employee has the equipment and equipment training deemed necessary to perform the work safely when teleworking as determined by the departmental occupational health and safety policy and program. Requests for additional or specialized equipment are assessed on a case-by-case basis, based on a demonstrated need and provided in accordance with ergonomic standards or accommodation requirements.  Employees and managers seeking guidance on duty to accommodate requests should contact the Office of Disability Management for support and advice. 
• Validating the employee is aware of their security responsibilities and informed on how to minimize risks to themselves and others.

Employees are accountable for:

• Ensuring they have a valid work agreement.
• Complying with the terms of their work agreement and have reviewed the DND Terms and Conditions for Telework.
• Complying with the Common Hybrid Work Model and the terms of the Direction on prescribed presence in the workplace.
• Respecting the relevant terms and conditions of their employment, their collective agreement, legislation, and Treasury Board and departmental policies while at the telework location.
• Understanding that telework is a voluntary flexible work arrangement that can be modified or terminated by either party with reasonable notice.
• Protecting, safeguarding, managing records, conversations, personal and sensitive information in accordance with the Government of Canada privacy, security, and information management legislation and policies.
• Adhering to government security policy and departmental security practices to effectively safeguard information, assets and individuals.
• Informing their manager immediately in the event that any information or department equipment is lost.
• Maintaining vigilance and reporting changes in circumstances, potential security deficiencies, security incidents, suspected criminal activity, and other security issues through appropriate departmental channels.
• Advising of situations impeding the completion of work from the telework (e.g. loss of connectivity, power outage, unexpected dependent care, etc.) and discuss options, which could include alternate arrangements such as performing different tasks, going into the office, or taking appropriate leave as applicable. 
• Upholding the Values and Ethics Code for the Public Sector and acknowledge the obligations under the Directive on Conflict of Interest. These are conditions of employment designed to maintain public trust and confidence in the impartiality and integrity of the DND.
• Adhering to departmental health and safety policy and program, including at their telework location.
• Reporting immediately, in accordance with the departmental health and safety policy and program, any accidents, incidents of harassment or violence, or any other event that has caused or could cause injury, illness, or harassment and violence during work.
• Assuming all costs related to their telework location such as, but not limited to, utilities, appropriate insurance, internet and any equipment not provided by the employer.
• Completing or renewing required relevant training listed in DND Hybrid Guidelines, including but not limited to, privacy, security awareness, health and safety, information management practices and asset management and for renewing security clearance prior to its expiration.

Compliance Requirements

Hybrid agreements are determined by a manager based on operational requirements.  Hybrid agreements may not be applicable for some positions or may require an employee to be on-site more than the minimum 3 days in office. The employer has the exclusive right to designate the location of work and to require employees to report to their designated workplace. Therefore, hybrid work is not an entitlement, and not all employees are hybrid workers by default. 

If a manager or supervisor has concerns around attendance or notices a pattern of absences, they should raise the issue with the employee promptly. If the employee does not adhere to the requirements in the Direction, it may lead to administrative disciplinary action. In such cases, managers are encouraged to consult the DAOD 5016-0, Standards of Civilian Conduct and Discipline and seek guidance from their Labour Relations advisor (accessible only on the DND network).

Compressed schedules

Employees working compressed schedules (accessible only on the DND network) must also maintain a valid work agreement. Employees are required to meet the requirement of working three days on-site per week.

Part-time Schedules

Employees working part-time or varied schedules must also maintain a valid agreement.  Part-time employees may be eligible for an exception if operational requirements permit it.  Please communicate with your manager to discuss your situation and review the exceptions process for more information.

Monitoring and Reporting

In accordance with the Government of Canada’s Privacy Act, the Direction on prescribed presence in the workplace, Guidance on optimizing a hybrid workforce, as well as the Directive on Telework, DND is responsible for monitoring (accessible only on the DND network) the location of work for all employees. Monitoring allows DND to ensure compliance with these directives as well as the safety and security of all employees.

Monitoring by DND may be performed using different data collection methodologies, including network and site access. Managers should be monitoring daily.  To determine whether employees are reporting to their correct work location the requisite number of times in accordance with their agreement, managers should rely on observations or information directly collected from the employee. The compliance reporting calculation excludes employees who have an approved or pending accommodation and those with an approved exception or pending exception. 

As a reminder, DND networks are subject to monitoring, including users connected remotely. This information is collected and reviewed to enforce acceptable use, policy compliance, and to protect against cyber threats.

Leave

Time spent on leave reflected in the Human Resources Management System (HRMS/PeopleSoft) reduces the number of working days an employee is expected to work each month.  Therefore, employees are not expected to “make up” days while on leave that is reflected in HRMS.

If leave is not entered in HRMS, it will not get captured in compliance reporting and an employee could be deemed non-compliant. To avoid this situation, employees and managers are strongly encouraged to ensure leave is entered and approved in a timely manner (for example, prior to vacation or the day after sick leave is taken).

Leave includes:

• Annual or vacation leave
• Sick leave
• Family-related leave
• Bereavement
• All leave as described in the employee’s collective agreement or the applicable Directive on Terms and Conditions of Employment.

Designated Statutory Holidays

Employees are required to make up previously scheduled in-office days missed due to statutory holidays. Employees are required to choose another in-office day as soon as practically possible (i.e., in the same or preceding/following week) to meet the required numbers of days on-site.

Working Sick

If an employee does not feel well enough to work, they should take sick leave. If they do not feel well enough to work on-site, they should discuss with their manager whether the option of telework is reasonable. If the option is to permit telework, days in-office can be made up to meet the requirement, otherwise sick days do not require to be made up.

Repeated Absences for On-site Days

Concerns around attendance and compliance to the Common Hybrid Work Model should be raised by the manager/supervisor if a pattern of absences is observed, i.e., employee regularly requests leave on the on-site days. Managers are encouraged to consult Labour Relations (accessible only on the DND network) for advice.

Scheduling On-site Days

It is strongly recommended that managers and their employees cooperate to establish an on-site schedule that maximizes in-person contact and fosters cohesion and collaboration.

On-site days can be scheduled in several ways:

• Fixed days: On-site work is prescribed according to a fixed schedule (the days remain the same each week).
• Flexible days: On-site work is prescribed on a flexible schedule. Days may be different week to week depending on operational requirements.
• Combination fixed/flexible week: Combination of fixed and flexible work making up the minimum on-site requirement.
• Operational basis: Based on operational requirements (up to five days per week). On-site work is prescribed based on the operational requirements of each position, the nature of the work and the equipment needed.

When determining which days an employee is on-site, the following should be considered:

• Operational realities such as:
  • Teamwork/opportunities for collaboration
  • Accommodation requirements
  • Availability of office space (building and cubicles)
  • Safety restrictions such as:
  • Hours of work must abide by respective collective agreements and be during office opening hours.
  • Other safety concerns such as being alone in the building (if alone, look at scheduling an alternate day).

Compliance and DND Coworking

While not intended to replace an employee’s designated (on-site) work location, authorized use of locations such as the DND coworking site (accessible only on the DND network) at NDHQ (Pearkes) can contribute to an employee’s minimum on-site requirement when used on an ad hoc, as-needed basis to facilitate on-site work. It cannot be used as a permanent work location in a work agreement.

Training

All employees should undertake training necessary training to ensure that they understand their roles and responsibilities in the hybrid workplace.

The following courses are mandatory for completion:

• Security Awareness (COR310)
• Discover Cyber Security (DDN235)
• DND/CAF Information Management (301746)
• General Safety Individual Course through the DLN
• General Safety Supervisor Course through the DLN
• Values and Ethics Course for Employees (CSPS)
• Values and Ethics Foundations for Managers (CSPS)

Additional learning options include:

• Quick reference for adjusting your workstation  (infographics)
• Evaluation your workstation - Checklist (checklist)
• CCOHS: Telework / Remote Work / Working From Home (article)
• Civility and Respect at Work: Dos and Don'ts in Remote Work (INC1-J04) CSPS (job aid)

Work Agreements and myWorkArrangements (mWA)

In a hybrid work environment, managers have a responsibility to be aware of their employee’s work location each day. In addition to ensuring a productive work environment and the effective management of their employees, this also fulfils the manager’s responsibility to ensure the health and safety of the Defence Team’s public service employees. Similarly, managers must seek to foster cohesion, a sense of inclusion, and ensure the well- being of their teams; doing so requires reliable knowledge of individuals’ daily work posture.

To support this, all DND public service employees must have a valid work agreement (accessible only on the DND network). This includes:

• Full-time on-site employees unless identified by the respective L1, hybrid employees, and full-time remote employees.
• Indeterminate employees, students, term, and casual workers (*terms, casual workers, and students may be eligible for an exception.  Please review applicable policies on exceptions).
• Employees on secondment with DND (use alternate form (accessible only on the DND network)).

Managers must first discuss the terms of agreements with employees and, once agreed upon, approve them in the mWA application. In cases where groups of employees work full-time on-site due to operational requirements, L1s should provide ADM HR-Civ with a list of positions that can be removed from reporting requirements. 

When completing the mWA application, employees will confirm their attestation that they have read and understand the DND Terms and Conditions for Telework.

Those who do not have access to the mWA application must complete the Alternative work agreement form until access issues have been resolved. Once access to the Treasury Board Secretariat (TBS) Application Portal (TAP) is granted, employees will need to re-enter their agreement in the mWA application.

The duration of an agreement can be set for up to one year from the date of signature and a new agreement must be submitted:

• Before expiry
• If a change occurs, including:
  • change of position or manager
  • telework location
  • number of days teleworking
  • any other circumstance

If an employee does not have a valid work agreement, it will alter compliance reports to senior management and notifications will be sent to both the employee and the manager.

Please note: if an employee is on long-term leave, the manager can cancel their work agreement or let it expire.

Modifying Work Agreements

It is the manager/supervisor’s responsibility to approve any changes to the employee’s work agreement. For operational reasons, a manager may need to change the schedule or conversely, an employee may request a change to accommodate their personal schedule. In either case, a conversation between manager and employee is required, and appropriate processes must be followed if an amendment, exception, or accommodation are needed.

For example, supervisors may, with reasonable notice, approve changes to an employee’s in- office schedule where the employee may not be required to “make up” their day in the office, such as:

• If management requires the employee to work from home due to technical and physical issues or limitations.
• If management requires the employee work from a different worksite location
• The employee is required to take training off-site.
• The employee is required to travel for work during their on-site day or travel for off-site meetings.

In addition, a manager may approve an employee's request for a short-term, temporary change in work arrangement. These modifications do not require a formal change to their work agreement. For example, a short term, temporary change in work location or scheduled days on-site. Such informal arrangements are at the manager’s discretion and must ensure compliance with the Common Hybrid Work Model, as well as applicable policies and procedures, particularly those related to privacy and security. Such agreements are intended to provide management and employee flexibility but must not replace or supersede the Exceptions to telework nor the Duty to Accommodate processes.

Work Agreements for Employees Seeking Exceptions to the Common Hybrid Work Model

Employees seeking an exception to the Common Hybrid Work Model (more information below) under categories 1 to 3 and 4a to 4c as well as 4g are permitted to establish a temporary work agreement in partnership with their manager, until a decision has been communicated to them.

A work agreement must be in place and aligned to this temporary agreement. Employees seeking an exception under category 4d, 4e and 4 “other” must have a work agreement in place that is aligned to the policy requirements for on-site presence and are expected to maintain compliance with the policy until a decision has been made by their L1 and communicated to them by their manager. Once a final decision is completed and communicated to them, employees should update their agreements if and as needed.

Employees seeking an accommodation under the Duty to Accommodate can, with the consent of their manager, adopt a modified work agreement and should submit a work agreement for manager approval while waiting for a final decision from their manager with guidance from the Office of Disability Management or Labour Relations. Once a final decision from management is made and communicated to them, employees should update their agreements if and as needed.  Managers also need to approve and complete the agreement.

Ergonomic Equipment

Ergonomic hazards are a workplace condition that have a potential to pose a risk of injury to an employee. Ergonomic injuries can be minimized by ensuring that employees are properly set up by using the ergo checklist (accessible only on the DND network). Consult the Unit General Safety Officer (UGSO) when requesting the assistance of an ergo coach or ergonomic assessment (accessible only on the DND network).

Management obligations or options for equipping employees to work in a location other than the primary work location.

• The employer is required to ensure that the workplace meets the requirements of the Canada Labour Code, Part II and its regulations, the National Joint Council Directive on Occupational Health and Safety and internal DND/CAF directives, policies, standards and protocols.
• Employees with a medical Duty to Accommodate are to be equipped by management at both the primary and secondary work locations. In these cases, the employee and their manager should consult with the Office of Disability Management (accessible only on the National Defence network).
• If, because of management direction, an employee is required to work from a different worksite (e.g. due to flood/fire/space allocation issues in primary location), then management is responsible to equip the employee to perform their duties in the secondary location.

Exemptions from the Common Hybrid Work Model

There are two mechanisms for an employee to be exempted from the on-site requirements of the Direction on prescribed presence, these are:

• A workplace accommodation (duty to accommodate)
• An exception request

Before submitting any requests, employees must speak to their manager. Only one exemption request can be pursued at a time.

Workplace accommodations must be considered first, before pursuing exceptions. If an accommodation request is in progress, employees cannot also submit a request for an exception.

Workplace Accommodations

The accommodations process is distinct from the exceptions process, as managers have a Duty to Accommodate under the Canadian Human Rights Act. When an employee requests an exception to the Direction on Prescribed Presence in the Workplace in the form of telework, and the telework is being requested as a form of accommodation measure for medical grounds or any prohibited ground of discrimination under the Canadian Human Rights Act, the request must be assessed via the accommodation process. The process for submitting an accommodation request, including who to consult, can be found on the Exemptions from the Common Hybrid Work Model webpage (accessible only on the DND network).

Employees should proactively discuss with managers any barriers they may encounter in the workplace, including those linked to accessibility, harassment, and discrimination and define solutions that will help address the barriers in the hybrid workplace. The Accessibility Passport can be used to outline barriers in the workplace as well as the accommodation solutions proposed to address them.

Prior to requesting an exception to the Common Hybrid Work Model, managers must first determine whether a medical or non-medical accommodation would be a more appropriate measure, based on the employee’s situation.

Managers should also ensure that individual circumstances are considered on a case-by-case basis for an exception to the Directive, including human rights obligations, such as the Duty to Accommodate, or whether an employee has a reasonable explanation for absences from the designated workplace, such as family care obligations or illness.

Exceptions to the Common Hybrid Work Model

Exceptions are outlined in the Common Hybrid Work Model and require approval at the ADM or Deputy Minister (DM) level. Exceptions are not accommodations associated with the Duty to Accommodate.

Exceptions to the hybrid work model include:

1. Employee was hired to work remotely full-time before March 16, 2020.
2. Indigenous employee whose location is critical to their identity to work from their community.
3. Employee works remotely 125 km or more from their designated worksite.
4. Exceptions for a limited or longer timeframe to be determined on a case-by-case basis. These exceptions have several sub-categories. They include:
   1. Virtual second language training.
   2. There is no physical space for the employee at their designated work site (temporary exception and subject to regular review)  
   3. For compassionate/urgent/emergency circumstances, temporary exceptions up to 60 calendar days. Renewals or extensions beyond 60 days requires ADM endorsement and subject to CCC review and must be submitted under category 4f “all other requests.”  
   4. Employees hired to work remotely between March 16, 2020, and December 16, 2022.
   5. For military spouses when their Canadian Armed Forces (CAF) spouse or common-law partner is posted within Canada in a different location from their designated work site, or other unique temporary circumstances. 
   6. Case-by-case basis exceptions, on a time-limited or longer duration.  Cases are reviewed by Compliance and Coherence Committee before L1 can render a final decision.
   7. Employees hired as a short-term temporary workforce including casuals, students, part-time workers or term employees with a part-time component.  It applies to employees with unique skills where flexibility is key to attracting and retaining them.  This excludes part-time indeterminate employees.  These exceptions are to be approved on a case-by-case basis.  This category is not suitable for new employees or individuals needing in-person guidance. 

Deputy Minister (DM) exceptions

• A business model has been previously established and not influenced by the remote-by- default COVID-19 management.
• Exceptions are not intended to apply to internal and enabling services.
• In extenuating circumstances, L1s can prepare a business case to propose a group exception which would be presented to the DM for approval. Once approved, the L1 would be informed of the decision. 

Information on the process for seeking an exception is found on the Exceptions within the Common Hybrid Work Model website (accessible only on the DND network). Note that exceptions must be reviewed annually, at a minimum. During the renewal process of an exception, employees should discuss arrangements that may be required with their manager.

Email the signed Application for Exception form to the CCC at Exceptionalcases-RTW-Casexceptionnels-PLT@forces.gc.ca for tracking and reporting, regardless of whether the exception was approved or denied.

Exceptions Grid:

Treasury Board Secretariat (TBS) Exception categories	Department of National Defence (DND) endorsed by the Compliance and Coherence Committee (CCC) (includes both current and future employees)	Approval	What to do while pending decision
Category 1: Employees hired to work remotely prior to March 16, 2020		L1/ADM	Employees are permitted to work with their manager to establish a temporary work agreement that does not meet the minimum require days on-site until a decision has been communicated to them A work agreement must be in place and aligned to this temporary arrangement
Category 2: Indigenous employees whose location is critical to their identity to work from their community
Category 3: Employees working remotely 125km or more from their designated worksite.
Category 4: Exceptions on a case-by-case basis, on a time- limited or longer duration	Virtual second language training There is no physical space for the employee at their designated work site (temporary exception and subject to regular review)
	For compassionate/urgent/emergency circumstances, a temporary exception up to 60 calendar days	L4 managers
	Employees hired to work remotely between March 16, 2020, and December 16, 2022	L1/ADM	Employees must have a work agreement in place that is aligned to the policy requirements for on-site presence and are expected to maintain compliance with the policy until a decision has been communicated to them.
	For military spouses when their Canadian Armed Forces (CAF) spouse or common-law partner is posted within Canada in a different location from their designated work site, or other unique temporary circumstances
	All other requests. Exceptions that are for exceptions on a case-by-case basis, on a time-limited or longer duration
	*NEW* Exceptions for students, casuals     and part-time employees. To be approved   on a case-by-case basis.	L4 managers	Employees are permitted to work with their manager to establish a temporary work agreement that does not meet the minimum require days on-site until a decision has been communicated to them A work agreement must be in place and aligned to this temporary arrangement

Information Technology Exception

The Common Hybrid Work Model and associated directive also applied to exempted Information Technology (IT) personnel. Personnel in IT-01 to IT-04 nonsupervisory positions performing work in one of the following work streams were eligible for exception:

1. IT Software Solutions: application configuration and development using modern DevOps or DevSecOps, quality assurance and control, release management, database administration, accessibility testing, and design, legacy systems, and critical business applications work
2. IT Security: cyber security and security architecture, where roles can be performed remotely as determined by DND and security requirements
3. IT Cloud Solutions: cloud architecture, cloud support, and cloud specialists

The IT exceptions were rescinded. The departmental transition back to the on-site workplace began on January 6th, 2025 with two days per week. The third day is to be put into place by September 9th, 2025. Managers/supervisors are to continue to work with their affected IT personnel to respect the phased implementation approach (where operational requirements allow). Employees are expected to update work agreements accordingly. This approach will ensure DND remains an employer of choice for digital talents while aligning with the remaining of the public service.

International Telework

International telework is a voluntary and employee-driven request to telework outside of Canada at a location other than the employee’s normal designated workplace. Working outside of Canada has security, IT, and human resources implications. The Directive on International Telework provides parameters within which international telework may be considered in exceptional circumstances.

Requests to telework internationally are only granted in very limited and prescribed circumstances where the request is:

• In line with Canada’s Defence Policy to support military family members, when a DND public service military spouse or common law partner accompanies a CAF member on an OUTCAN, including UN, NATO or EU postings.
• In support of OUTCAN postings when a DND public service spouse or common law partner accompanies a DND public service employee appointed to work in a DND OUTCAN role, including UN, NATO or EU.
• In support of situations when a DND public service employee accompanies a spouse or common-law partner who is a federal public servant and, as part of their official Government of Canada position, is posted to work abroad for work purposes. For example, Global Affairs Canada, Immigration, Refugees and Citizenship Canada, RCMP.

In addition to the prescribed circumstances, the following requirements must be met:

• The requestor must be an “indeterminate employee” having completed their probationary period, as defined by the Public Service Employment Act (PSEA), and the TBS Directive on Terms and Conditions of Employment.
• An exception to this requirement can be granted in the case of a term or a public service military spouse, whereas the completion of the probationary period may not be required.

An employee seeking approval for international telework must meet the requirements of the duties of the position to which they will be assigned, and their duties must be conducive to work in a remote environment. Approval for international telework agreements must be for a defined period and reviewed annually at minimum. 

Employees should review the Directive on International Telework and discuss if you meet the eligibility criteria with your manager.

Approval Authorities

International telework requests may be considered in very limited and prescribed circumstances and requires the following approvals:

• L1 endorsement approval via the Application for International Telework form
• DIM SECUR – DWAN ISSO
• Director General Defence Security (DGDS) – Travel and Contact Security Program

The final approval authority rests with ADM(HR-Civ).

For questions related to international telework requests please e-mail Exceptionalcases-RTW- Casexceptionnels-PLT@forces.gc.ca.

Optimizing Hybrid Work

The TBS Guidance on optimizing a hybrid workforce contains overarching principles, steps to follow, and key considerations for organizations, managers, and employees when implementing a hybrid approach to work. There is no one-size-fits-all approach.

Organizations are encouraged to experiment and iterate as they optimize telework and on-site work to foster a diverse, inclusive, and productive workforce that will continue to deliver results for Canadians.

The following best practices are recommended for managers looking to optimize hybrid and remote work (accessible only on the DND network) in their teams:

• Define and communicate expectations - Clearly define roles and responsibilities, project goals, and deadlines. This helps team members understand their individual and collective objectives, leading to better virtual collaboration and productivity. Team Charter Guidelines, The Hybrid Work Model: Preparing to Work at a Government of Canada Office.
• Clear and open communication - Establish regular and transparent communication channels to ensure coherence and common purpose. This can include team meetings, one-on-one check-ins, and virtual collaboration tools. User Guide to Me.
• Foster a sense of community - Encourage team members to get to know each other through virtual and in-person team-building activities, informal chats, and recognition of personal and professional achievements. Resilience at Work – Building a Strong and Healthy Team.
• Provide the necessary tools and resources - Equip your team with the necessary tools and resources to work effectively in a virtual environment, such as project management software, video conferencing tools, and collaboration platforms. Thrive Series: Team Toolkit.
• Encourage flexibility and adaptability - Recognize that hybrid work can present unique challenges, such as balancing work and personal life, different time zones and ergonomics issues. Best Practices for Managers.
• Promote a culture of trust and accountability - Foster a work environment where team members feel trusted to do their jobs and are held accountable for their responsibilities. This can help increase team member autonomy and job satisfaction. Civility and Respect at Work: Do's and Don'ts in Remote Work.
• Offer training and development opportunities - Provide virtual training and development opportunities to help team members grow professionally and stay up to date with industry trends and best practices. CSPS Hybrid Workplace Series, Toolkit for Virtual and Hybrid Teams.
• Regular feedback and check-ins - Schedule regular check-ins and provide constructive feedback to help team members improve their performance and address any issues or concerns. Mental Health Job Aid for Managers.

Direction to Supervisors in a DND/ CAF Shared Work Environment

In response to the CDS direction mandating work in office for Canadian Armed Forces (CAF) personnel, Assistant Deputy Ministers are instituting common guidelines to assist managers in implementing this policy effectively as we have combined teams made up of public servant and CAF personnel.

1. Default Work Arrangement
   • The default expectation for CAF members is to work from a DND/CAF established workspace 5 days a week. This approach ensures we maintain high levels of productivity, creativity, and collective effectiveness.
2. Team-based Hybrid Work
   • CAF personnel who are part of a team working on a hybrid schedule may follow the same hybrid arrangement as their public servant teammates.

Requests for CAF members to work on a hybrid schedule will be addressed at the Commanding Officer or Director level but may be delegated to Section Heads. Requests for exceptions to hybrid schedule for public service employees will continue to follow the established procedures. Leaders are encouraged to assess individual needs and operational requirements, allowing for remote or hybrid work, when necessary, without compromising mission objectives.

Please ensure these expectations are communicated clearly to your teams and that necessary plans are developed and implemented promptly. Your cooperation and leadership are crucial in maintaining our operational readiness and achieving our strategic goals.