teletravail-directive-telework

1. PURPOSE AND OBJECTIVES

1.1. The purpose of this Directive is to provide a framework for the management of hybrid work arrangements at Parks Canada in accordance with the following objectives:

  • Achieving business objectives and ensuring the continuity of operations and services to Canadians;
  • Promoting a safe, and healthy work environment;
  • Contributing to our sustainable development goals and a greener economy;
  • Considering employees’ changing needs and quality of life; and
  • Recruiting and retaining a skilled, diverse, inclusive and productive workforce that can operate in a hybrid work environment.

1.2.This Directive sets out the roles and responsibilities of the different stakeholders and process to be followed when setting up hybrid work agreements and provides guidance and tools to assist delegated managers in the decision-making process.

2. EFFECTIVE DATE

This Directive takes effect on October 21, 2022 and replaces the Treasury Board Telework Policy dated December 9, 1999.

3. AUTHORITIES

This Directive is issued pursuant to the authorities of the Chief Executive Officer under subsection 13(3) of the Parks Canada Agency Act.

4. APPLICATION

This Directive applies to all Parks Canada employees, including students, terms less than three months, and casual workers.

5. DEFINITIONS

For the purposes of this Directive, the following terms are defined as follows:

Ad Hoc Telework: A work arrangement that allows an employee to telework for a very short, exceptional period of time where they would ordinarily have been scheduled to be on-site. Ad hoc telework requires manager’s approval and may be possible without a formal hybrid work agreement.

Employee(s): Any person employed by Parks Canada, including students, terms less than three months, and casual workers.

Delegated Manager: The incumbent of a position with decision-making authority for telework or remote work as defined by the Instrument of Delegation of Human Resources Authorities.

Designated Workplace: The employee’s designated workplace or the physical location under the organization’s control where the employee would work if there was no telework or remote work situation. It is not a virtual or residential address.

Hybrid Work Arrangement: A temporary flexible work arrangement where employees carry out some or all of their work duties from a location different from the employee’s designated workplace whether it is on a full-time basis, a part-time basis or an ad-hoc basis. Hybrid work is a voluntary employee-driven process subject to the approval of the delegated manager.

Hybrid Work Agreement: Official form to be completed by the delegated manager and employee to formalize the hybrid work arrangement. This form shall not be completed for remote work.

Position Assessment Tool: Questionnaire to support delegated managers objectively identify the appropriate telework flexibilities to be applied to position profiles. The Position Assessment Tool includes four flexibility profiles:

  • On-site only (no telework, other than ad-hoc telework exceptions);
  • Occasional telework (one to two days per week off-site);
  • Moderate telework (three days per week off-site); and
  • Mostly or fully off-site (four to five days per week off-site).

Remote work: A temporary flexible work arrangement whereby employees carry out some or all of their work duties from a location different from the employee’s designated workplace on a full-time basis, a part-time basis or an ad-hoc basis. Remote work is normally performed from the employee’s principal residence, however, with authorization from the delegated manager, it may be conducted from other locations temporarily. It is a management-based mechanism that may be used in unforeseen circumstances such as pandemic, states of emergency, inclement weather, etc.

Telework: Work performed by employee from an alternate location other than a designated worksite, based on a voluntary request and subject to operational requirements and management approval.

Telework Location: A suitable worksite or worksites the employee chooses (with their manager’s consent) to perform the work required by their position (usually a private residence; not a public space such as a coffee shop or public library). This worksite(s) must meet the health and safety requirements of the Canada Labour Code, Part II, and its Regulations.

6. REQUIREMENTS AND CONSIDERATIONS

6.1. There is no guarantee that employees will be allowed to telework. Approval of such an arrangement is at the discretion of management and is a privilege that may be granted under certain conditions and/or terminated on reasonable notice.

6.2. A Hybrid Work Agreement must be negotiated between a delegated manager and their employee taking into account operational requirements and principles such as fairness and equity, and sound human, financial and physical resource management.

6.3. As a primary condition to approving such an arrangement, delegated managers must have completed the Position Assessment Tool and determined that the telework option is applicable to the employee’s position profile.

6.4. As participation in telework is voluntary, delegated managers cannot require employees to telework. However, in certain exceptional circumstances, delegated managers may request that their employees perform remote work.

6.5. While managers will endeavor to respect the provisions of employee hybrid work agreements, employees may need to report to the designated workplace to respond to operational needs or emergency situations.

6.6. When employees are required to report to their designated workplace, travel to and from there and the telework location is at the employee’s own time and cost.

6.7. Benefits, conditions and terms of employment, including but not limited to those associated with relocation, travel, isolated posts, language of work, statutory holidays and payroll deductions are linked to the designated workplace and not the telework location unless otherwise determined by the Chief Executive Officer.

6.8. Decisions on the location of a designated workplace should be based on operational requirements and not the employee’s telework location.

6.9. Parks Canada’s official languages requirements are linked to the designated workplace and not the telework location.

6.10. Any duty-to-accommodate situations should be discussed and addressed in consultation with the responsible Human Resources Manager and/or Disability Management Advisor.

6.11. When teleworking in a province or territory that is different from the designated worksite, the province of work will be the one of the designated worksite. Deductions at source will continue to be based on the province of work. In addition, designated paid holidays also continue to be based on the province of the designated worksite

6.12. Tips for successful hybrid work arrangements can be found at Appendix B.

7. ROLES, AND RESPONSIBILITIES

7.1. Human Resources and Employee Wellness Directorate is responsible for:

7.1.1 Providing advice and guidance in relation to the information contained in this Directive;

7.1.2. Ensuring that processes and procedures are in place for employees to request telework;

7.1.3. Providing, in collaboration with the Business Units, information to senior management regarding organizational trends in telework; and

7.1.4. Making recommendations to senior management regarding telework best practices and the content of this Directive.

7.2. Delegated Managers are responsible for:

7.2.1. Evaluating the operational feasibility and the occupational circumstances of each individual telework request before approving or extending it using the Position Assessment Tool;

7.2.2. Ensuring that the operational needs of their business units are met and ensure that neither productivity nor costs are negatively affected by such an agreement;

7.2.3. Ensuring that employees are familiar with and follow applicable safe work practices (SWP) and other applicable policies, directives, procedures and/or guidelines;

7.2.4. Verifying that employees have all the necessary tools and equipment to perform their work in a safe and efficient manner throughout the duration of the Hybrid Work Agreement;

7.2.5. Tracking who is teleworking, when and from where, managing and tracking assets and expenditures for employees working from both at and outside the designated workplace;

7.2.6. Considering the shared goal of advancing the diversity of equity-seeking groups while ensuring that opportunities for diversity and inclusion are maintained; and

7.2.7. Seeking approval of the Chief Executive Officer before approving or extending any request for international telework (see Instrument of Delegation of Human Resources Authorities).

7.2.8. Reviewing Telework Arrangements at least once per year to assess effectiveness and confirming that operational requirements are met.

7.3. Delegated managers and employees are responsible for:

7.3.1. Carrying out a risk assessment to identify, assess and control hazards that are or may be present in the telework location to help prevent risk of injury or illness. An Occupational Health and Safety (OHS) – Telework Tip Sheet (Appendix A) is available to facilitate and support this process;

7.3.2. Completing the Telework Security Briefing Form before a Hybrid Work Agreement is approved or extended; and

7.3.3. Identifying and addressing relevant considerations in the areas of security, privacy, information technology, and information management.

7.4. Employees who wish to participate in a telework arrangement, or who are already doing so, are responsible for the following:

7.4.1. Requesting a Hybrid Work Agreement, in accordance with the provisions of this Directive;

7.4.2. Reporting promptly occupational hazards and injury/illness to their delegated manager in the prescribed manner;

7.4.3. Maintaining the telework location in accordance with the Telework Security Briefing Form;

7.4.4. Assuming all costs associated with equipping and maintaining the telework location, including the cost of utilities, internet service, home insurance and office furniture;

7.4.5. Ensuring that the Internet service at the telework location has the proper speed and signal range for the performance of their work; and

7.4.6. Complying with all relevant Parks Canada Human Resources policies, terms and conditions of employment, collective agreements, Parks Canada Values and Ethics Code, legislation and obligations while teleworking.

8. ENQUIRIES

For questions in relation to the application or interpretation of any aspect of this Directive, delegated managers can contact their Labour Relations Advisor and/or Human Resources Manager.

APPENDIX A - OCCUPATIONAL HEALTH AND SAFETY (OHS) – TELEWORK TIP SHEET

Are there any health and safety issues related to telework arrangements?

Telework often means working alone or with limited contact. While working alone in itself is not a risk, it can present a unique situation should something unexpected happen. It is important to keep to a contact schedule even if there are no “work” details to discuss.

Ensuring that the work is performed in a safe and efficient manner can be achieved by jointly carrying out a risk assessment to identify, assess and control hazards that are/may be present in the telework location to help prevent risk of injury or illness.

Office Ergonomics and Work Environment

A home office should meet the same ergonomic standards as those available at the designated work place. For example, ensure that:

  • Your desk, chair and other accessories are of a comparable quality to that in the office. For example: the desk should be sturdy enough to handle the weight of any peripheral equipment that you may place on it (e.g. computer, monitor(s), printer, etc.).
  • Your workstation is adjusted to your needs: the desk, chair, monitor and keyboard are at the correct height and properly adjusted (e.g. my head and wrists are in a neutral position) /media/2400314/ergonomics_safety_brief.pdf.
  • The lighting is appropriate and suits your work (e.g., there is no reflection or glare on the monitor).

The computer furniture, shelves, filing cabinets and bookcases are properly installed and filing cabinets are loaded properly so they won’t tip (e.g. anchored to the wall, where necessary).

Work Scheduling and Breaks

Duties, expectations, and deadlines should be clearly outlined and agreed upon by the manager/supervisor and the employee on a telework arrangement. Be careful not to “overwork”. There are natural breaks in an office environment that will not occur at home. Discussions with co-workers or a quick walk to the printer offer opportunities for a change in body position that may be missing in a home office. Extended hours in the same body position or repeated motions can lead to various musculoskeletal injuries.

Emergency Measures

  • A telephone is available and the numbers to call in the event of an emergency are known.
  • My manager/supervisor has my emergency contact information and vice versa.
  • My manager/supervisor has set a regular pre-determined time when they will “check-in” with me and discussed the procedure to follow in case I cannot be reached and they are concerned about my absence (e.g. emergency contact).

I know I must immediately report any injury or accident in the course of my work duties to my supervisor and I am aware of procedures in this regard.

Electrical Safety

  • Electrical outlets are properly grounded, are not overloaded and do not present a risk of a fire hazard.
  • Extension cords and power bars are in good condition, are being used as intended and do not present a tripping hazard.

Additional Tips for Telework

While you may not have to drive to get to work, it is still important to keep to a “workday ritual”. Some tips for working at home include:

  • Have a specific location where you work. This may be a room, or just a corner of a room, but it is always the place where you do your work. Preferably not your bedroom.
  • Have a beginning and end of the day ritual. Start and end at the same time every day. Since there is no longer a “break” between waking up and going to work, some employees working remotely find it helpful to actually leave the house and walk around the block before starting work. You may want to end the day the same way.
  • As you would for working in the office, set a schedule and stick to it. Make a “to do” list and check your accomplishments at the end of the day. Stick to deadlines.

Maintain contact with the office. Establish a routine for contact with your manager/supervisor, or co-workers. Keep your manager/supervisor informed of your progress and any difficulties encountered. This contact includes the need for overtime to complete projects.

APPENDIX B - TIPS FOR SUCCESSFUL HYBRID WORK AGREEMENTS

Employees:

  • Wherever possible, dedicate a workspace that is away from distractions and that can be closed off or tucked away at the end of the workday.
  • Organize your workflow and use different strategies throughout the day to help you focus on your work and stay productive.
  • Speak with your manager or supervisor as early as possible if you are unclear about your work objectives and expectations.
  • Keep your contact information updated on PC411, in your Outlook Calendar (including your “Out of office” message).
  • Participate actively to meetings, stay connected and interact by using Parks Canada’s designated collaboration tools (e.g. video conferencing, instant messaging, and telephone).

Managers:

  • Be flexible, where possible, with hours of work (e.g. accommodating varied start and end times).
  • Adopt a performance management approach that focuses on productivity, honest and regular feedback, recognizing accomplishments, and taking action when required.
  • Provide employees with clear and measurable work objectives and expectations.
  • Stay connected by maintaining frequent, open, and two-way communication.
  • Hold regular virtual team building activities to enable employees to get to know each other and to build relationships and trust with each other.
  • Monitor technology and tools’ limitations (at and outside the designated workplace) with a perspective of continuous improvement.

For more information, visit:

Are there any health and safety issues related to telework arrangements?

Telework often means working alone or with limited contact. While working alone in itself is not a risk, it can present a unique situation should something unexpected happen. It is important to keep to a contact schedule even if there are no “work” details to discuss.

Ensuring that the work is performed in a safe and efficient manner can be achieved by jointly carrying out a risk assessment to identify, assess and control hazards that are/may be present in the telework location to help prevent risk of injury or illness.

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