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Framework

The future of work is hybrid

How did we get here?

A five-step consultative approach was used to build our strategy. Key stakeholders were engaged across Faculties and Departments to ensure continuous alignment at every step.

1. Understand current state and make the case for change

2. Align on guiding principles for flexibility at Ryerson

3. Identify potential for flexibility

4. Define requirements for providing flexibility

5. Develop strategy and plan

A Ryerson archives employee organizing the stacks of film reels.

After several months of consultations with senior leaders, an employee survey, best practice research and an organizational analysis, we have determined that the future of work at Ryerson will be a hybrid workforce model.

This means our workforce will have employees who work on campus, employees who work remotely, and employees who do a combination of both.

Ways of working

An infographic illustrating the continuum of the ways of working and potential level of flexibility. Long description below.

The infographic above shows the continuum of the ways of working and potential level of flexibility.

On Campus

The work requires:

  • being physically on campus 
  • in-person interactions 
  • having access to campus facilities
  • using shared equipment or tools

Defined Flexibility

The work requires:

  • The work requires:
  • some in-person, on campus interaction or facilities, tools or equipment on campus
  • some tasks that can be completed remotely

Activities are required to be completed on campus at set times.

Flexibility

The work requires:

  • some in-person, on campus interaction or facilities, tools or equipment on campus
  • some tasks that can be completed remotely

The timing and schedule for in-person or on-campus activities is variable.

Virtual

The work requires:

  • activities that can be completed primarily remotely
  • minimal in-person interaction on campus

Guiding principles for the future of work

Guiding principles provide a consistent framework so we’re all moving in the same direction. These principles were developed through extensive consultation with Ryerson’s senior leaders.

In the future of work, Ryerson will…

Put the quality of student experience, course delivery, and research at the center of all flexibility decisions.

See organizational flexibility as both ‘where and when’ and ‘what and how’ work gets done.

Provide a positive experience for our employees to support attraction and retention of our workforce.

Ensure transparency of decision-making rationale behind levels of flexibility provided.

Empower faculties and administrative departments to drive their own flexibility strategy.

Root all decisions that impact the workforce in equity, diversity and inclusion.

Provide the support necessary for leaders and individuals to adapt to and succeed in a flexible work environment.

Uphold the responsibilities of leaders and individuals to deliver on their work in flexible environments.

Balance fiscal considerations to ensure we invest in the right way.

Provide a consistent set of core enablers, including policies, tools, training and communications.

Adopt a phased implementation approach based on department readiness, allowing Ryerson to adapt, course correct and monitor along the way.