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Coronavirus disease (COVID-19): Working remotely

From: Treasury Board of Canada Secretariat

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Working remotely and critical services

Government of Canada employees continue to work both on-site and remotely. As public health measures evolve, managers may identify a range of on-site work and flexible working arrangements to continue to deliver critical government operations and services to Canadians.

Setting up your workspace for wellness and success

Working remotely is a reality for many public servants as we carry on work during the COVID-19 pandemic. While it offers some advantages and flexibilities, many of us are continuing to adjust to these new circumstances that are impacting our work and home life.

To be successful while working remotely, we need a workspace that promotes efficiency and effectiveness. Take the time to create the right conditions for success and wellness:

  • try to set up your workspace in a quiet area with some privacy, away from busy living spaces and distractions such as televisions
    • consider storing personal mobile devices out of reach
    • use noise-cancelling headphones if needed
  • talk to your partner, children, or others, about your workspace and your needs while working remotely
  • try to work in a space with natural light to reduce eyestrain; exposure to natural light can impact physical and mental well-being
  • consider ergonomic needs, for example, when setting screen and keyboard heights
  • be prepared to do without certain items, such as printers; now is a great time to embrace paperless work habits
  • revisit and adjust your set-up as needed; consider issues such as temperature, appropriate storage of your gear when not in use, and other factors
  • learn more about occupational health and safety while working remotely

While many public servants have the necessary tools to work remotely, you may find you require additional equipment. As always, be sure to discuss your workspace with your manager, including if you:

  • need guidance or assistance in following your organization’s directions for remote work
  • have existing, or would like to request new, accommodation measures

Using the network

The Treasury Board of Canada Secretariat, Shared Services Canada, departmental Chief Information Officers and Chief Security Officers are working together to support remote work.

You should consider when and how you use the network. Each department may have different advice and directives about how to use technology. You should always consider your department's advice as the authority.

To limit demand on IT systems, please:

  • use corporately-managed mobile devices to send and receive emails (up to Protected B)
  • connect to VPN/SRA in accordance with your department’s directions, and download what you need from the corporate network to your corporately-managed device
  • limit the use of video conferencing on the GC network when audio conferencing will suffice
  • avoid large data transfers over the network, like graphically intense decks, images, PDFs or streaming services (for example, YouTube)

When collaborating within and across teams:

  • let people know the best way to communicate with you, be it by phone, text, email, apps or in other ways
  • update your contact information in your organizational directory, GCdirectory profile and elsewhere
  • add email signatures with your contact details to all your devices
  • forward calls from your office phone to another phone, if you can do so remotely, or add an alternate contact number in your voice mail greeting

When using digital tools to collaborate:

  • use Government of Canada approved tools such as Microsoft Teams, BlackBerry Messenger, WebEx and GCTools
  • if these tools are not available, public cloud tools such as Zoom and Google Hangouts can be used only for unclassified discussions and exchanges (subject to departmental approval)
  • ensure video-teleconferences are set to ‘private’ and are password protected; use waiting room features to control guest access
  • check that the tools you select can be accessed by all team members, including colleagues who use adaptive technology
  • use the MS Teams mobile chat or BlackBerry Messenger application to communicate with colleagues for information up to Protected B
  • review the video teleconference guidance provided by the Canadian Centre for Cyber Security as well as the GCwiki page on Secure Remote Working to better understand the risks posed by various collaboration applications and how to mitigate them

Working on sensitive information

The requirements for managing information are the same whether working remotely or in the office, and whether connected to the VPN or not. You must be mindful of managing information appropriately and effectively, and in accordance with all relevant legislative and policy requirements.

To ensure that government information (in physical or electronic form) is appropriately managed and protected:

  • remember that if you are working on sensitive (protected or classified) information, you are responsible for safeguarding it
  • take steps, using only department-approved devices and tools , to help secure communications
  • manage information of business value according to your department’s procedures
  • ensure accurate categorization and handling of sensitive information to protect it throughout its lifecycle (see the Standard on Security Categorization and Mandatory Procedures for Information Management Security Control) 

For further guidance:

  • consult Managing government information when working remotely for tips on how to securely process each security category of information
  • contact your departmental or agency Chief Information Officer and Chief Security Officer
  • consult the Policy on Government Security on GCpedia (accessible only on the Government of Canada network) for additional Information Management Security Tools and Guidance, including the “TBS - GC Security Categorization Model” guidance document
  • visit the Canadian Centre for Cyber Security to learn how to choose videoconferencing tools securely and keep your devices safe from phishing, malware and malicious emails

Departments and agencies should help you with safe custody and control of sensitive information and make the necessary arrangements to meet your obligations when working away from the designated workplace.

For more tips and advice on working remotely, please visit the Canada School of Public Service’s Digital Academy Going Remote Guide.

Managing your work and productivity

Remaining productive while working remotely can be a challenge. Our offices are set up for work and team interactions that nudge us toward productivity. Our remote workplaces (for example, our homes) often lack these same cues and supports.

As such, it is important that we use personal and team strategies to remain productive. These strategies are often similar to those we use in the office; however, they may require extra effort, discipline, and creativity when working remotely.

Here are some examples of steps you and your teams can consider that will help you remain productive:

  • take 15 minutes to connect with your team for a virtual huddle each morning to set the stage for a productive day. Consider doing a roundtable where each person answers:
    • what I did yesterday (or the last day of work)—for example, finalized draft memo, processed 15 applications, finished presentation
    • what I will do today—for example, revise invitation email, send out spreadsheets, assess selection criteria
    • what I need from my team—for example, feedback on a proposal, data for a report, approval of a memo
  • organize your workflow as you start your day. This will help you focus on your goals and be less distracted:
    • do an initial check of emails, messages, your calendar and notes from the huddle
    • break your work down into clear action items so that you know exactly what you need to do—for example, draft mind map, assemble mailing list, draft cover email and send to mailing list
    • prioritize and schedule tasks by committing to the order in which you will do them and/or set up a timetable of when you will do them
    • make time for breaks and lunch, integrate personal and family commitments as needed, and reward yourself for accomplishing key tasks—for example, by going for a walk or having a cup of tea
  • use different strategies as needed to help you stay productive throughout the day:
    • mute email and messages so you can focus on your tasks but leave your phone on in case someone urgently needs to reach you
    • accept that plans might need to change, keeping your manager and teammates informed of challenges and developments
    • take the time to connect with colleagues regularly and for meetings, set up an agenda that poses the questions that need to be answered
    • take stock of what you’ve accomplished and of what you need to do tomorrow, preparing you for the next huddle

For further guidance, visit the:

Staying connected when working remotely

When we work in a shared location, such as an office or laboratory, many of us can easily ask a nearby colleague a question, hear when others are on the phone, or see when people are away from their desks. We can also let our team know what we are doing, for example, by telling people, “I’ll be in a meeting for an hour.” When working remotely, we all need to make an extra effort to stay connected as a team.

There are certain steps we can take as individuals to keep others informed about our availability:

  • tell your team about your planned hours of work and any regular absences
  • send short status updates, such as “in a meeting” or “on lunch” to your team via text or email
  • use automatic email replies to advise people of longer gaps in your working day or if you are working offline and only accessing emails periodically
  • keep your calendar up to date and reach out to those who don’t use online calendars to check their availability for meetings

When working with our teams, there are other actions we can take to help us be present:

  • find a mix of tools approved by your department that work for everyone on your team
  • call or video-chat with colleagues for short discussions rather than having prolonged email exchanges
  • check in often with colleagues—set up email and text distribution lists for quick outreach
  • ask people what they miss about the office and try to recreate these, for example a virtual lunchroom
  • don’t hesitate to reach out to colleagues whether to ask questions, seek support or offer help

Resources from the Canada School of Public Service:

Ensuring linguistic duality

When working remotely, it is important that we continue to respect linguistic duality in communications with the Canadians we serve and with our fellow public servants. Doing so is not just a courtesy, it is a sign of respect and is required by our laws and policies.

Before hosting a call or videoconference that is either government-wide or involves a bilingual region, ask participants to indicate:

  • their language preference, for example, by using the voting function in Outlook
  • if they would like the main points summarized in one or the other official language when the meeting takes place

When hosting a call or videoconference that is either government-wide or involves a bilingual region:

  • circulate bilingual meeting invitations, agendas and materials
  • welcome participants in both official languages and invite them to use the language of their choice whether when talking or when using chat functions
  • ask if anyone would like to have the main points summarized in one or the other official language
  • invite participants to follow up after the meeting if they need clarification on any of the points raised

When taking part in a call or videoconference that is either government-wide or involves a bilingual region:

  • feel free to use the less-used official language

When reaching out, for example by email or phone, to an employee:

  • in a bilingual region, confirm their official language preference, if any, and initiate communication in that language
  • in a unilingual region, initiate communication in the appropriate official language

For more information:

Being inclusive at a distance

Inclusion in the workplace is important to organizational success. Working remotely, however, might amplify the vulnerabilities of marginalized groups or create new barriers. When working remotely, we must pay extra attention to our actions and behaviours to ensure we are being inclusive leaders and team members. As public servants, we also have a responsibility to uphold respect for people in our work.

When interacting with remotely located colleagues, be mindful of inclusion challenges:

  • recognize that working remotely limits non-verbal cues. Be aware of your words, tone and actions to avoid misunderstandings
  • take time in team meetings to thank others and celebrate their accomplishments
  • be empathetic to colleagues who bravely raise concerns such as mental health
  • don’t be afraid to reach out for help if you are encountering challenges or barriers

When organizing remote meetings, take steps to help ensure success:

  • ask people, in advance, what technology best enables them to participate in meetings—colleagues who rely on lip-reading, for example, may find videoconferences challenging
  • provide accessible meeting materials
  • confirm that all participants are connected before starting a meeting and ensure that everyone has an opportunity to contribute; as needed, allow for pauses so that everyone can engage
  • offer to help colleagues who may be less comfortable with remote work technology

When managing remotely located teams, actively plan for inclusion:

  • discuss inclusion frequently with your team to identify challenges and seek solutions
  • identify tools and apps that take into account differences among employees
  • offer flexibility, for example, in work schedules or meeting times for employees who are dealing with challenges such as work–home balance, social isolation, childcare or improvised workspaces
  • ask employees about existing or new accommodation needs and work with them and your organization to provide support
  • promote connection between people, for example, by assigning tasks to groups, rather than individuals where appropriate

Maintaining your well-being

While there may be benefits associated with working remotely in a hybrid workplace, including avoiding the daily commute and the freedom to work at different times of the day, working remotely for longer periods of time and during a pandemic can present unique challenges.

Things that would ordinarily happen as part of our routine at work that allow us to maintain our mental health may not occur, the distinction between the professional and the personal may blur, and being physically separated from our colleagues in performing our work can take a toll.

There are, however, some steps we can take that help. For example:

  • set a schedule—we are creatures of habit, and routine helps us physically and mentally prepare for our day
  • stay connected, especially given that physically distancing ourselves can make us feel disconnected. Buddy up with a peer and use virtual means (for example, MS Teams, FaceTime, Skype, Zoom) to connect with colleagues and loved ones 
  • make time for self-care, remembering that practicing self-care isn’t selfish—getting sufficient sleep, eating healthily and exercising regularly is important

Where we are responsible for managing teams, we should:

  • lead with empathy, including by acknowledging our own vulnerabilities
  • promote the resources available to employees if they are facing challenges
  • be alert to non-verbal signals, such as disengagement, that may indicate an employee is struggling

For more information on how to maintain your mental health and support others, visit:

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