The Great Colleges to Work survey was running on a predefined timeline and the data reflects a snapshot in time. The decision to change the telecommuting approach was communicated as soon as practical. It was not intentional to send communication about this change after the survey closed. Extending the survey further would have risked capturing input on an initiative that was not yet fully defined and implemented. We are committed to collecting data that reflects authentic, lived experiences, not assumptions or intentions.  

No, employees will not be able to re-do the survey, however, as part of our engagement with ModernThink, USC will receive pulse surveys for some employees in off-survey years. We will work with ModernThink to identify and monitor this and other key data. 

  The announcement was based on the amount of time to prepare communications and materials once the decision was made for most employees to return to campus. We also wanted to give everyone advanced notice of the change, so leaders and employees had an opportunity to process and plan before July 1st.  

The decision to have faculty and staff return to campus was related to the student experience and the culture of the workplace.  We know the majority of our employees are high-performing employees. This isn’t just about productivity; it’s about our business model. Our goal is to create a vibrant, in-person campus experience for our students. When employees work remotely and students attend courses online, we fall short of fully delivering on that model.  We are not an online university, we are the state’s flagship institution, and with that comes a promise to our students and to South Carolina to operate as a truly engaged, residential campus.

Leadership should use this time to engage with all employees in their college/division who are currently telecommuting. They should engage in open dialogue with their employees to understand their plans and any challenges they may face in returning to campus. Encourage managers to have open and constructive discussions with their team members, identifying and addressing any obstacles to support their return to campus. Employees should also be encouraged to use this time to process the change and determine the best approach for themselves.  

The University is committed to ensuring that all leaders adhere to the guidelines for telecommuting. The University aims to create a fair and transparent system for remote and hybrid work. To achieve this there will be several measures implemented: 

1. Process to submit justifications and exceptions: There is now a formal process to submit justifications and exceptions for those that will telecommute that are sent to either  the Provost’s office or HR for review and approval. 

2. Formal telecommuting agreements: There will be formal telecommuting agreements that are submitted through an approval workflow for each employee telecommuting. 

3. Flexibility for Occasional Telecommuting: Supervisors and directors can be flexible with occasional requests to work remotely. 

4. Revised Telecommuting Policy: A revised telecommuting policy is being developed to ensure clarity and consistency across the university. 

5. Reporting and Accountability: We will pull reports periodically to review the utilization of telecommuting. This information will be submitted to leadership and State Human Resources.  

While we want many of our employees to return to campus, there will be some who meet the conditions of telecommuting where a justification is submitted for approval, as well as exception considerations. For employees who do not meet these conditions and subsequently indicate they will be leaving the university, we encourage supervisors to work with them to find a transition date that allows the employee to move to a new job while giving the university sufficient time to fill the vacancy. If employees leave July 1, we will make every effort to find a suitable,  new team member for the position or determine alternative ways to accomplish the work. We are committed to working closely with managers and supervisors to address business continuity concerns. 

If an employee cannot return by July 1st for a specific reason but is actively working towards it, we can offer some flexibility with the date, depending on the position and situation, but our goal is to have most of student facing position back by the beginning of the fall semester. 

If an employee is unable to return to campus on July 1 but circumstances would allow them to return at a later date, they can work with their manager to discuss an alternative date for their return.   

If an employee does not want to return to campus and does not meet any of the conditions of telecommuting, nor are they granted an exception to work a hybrid or remote schedule, then the employee should resign from their position.  The date of their resignation may be negotiated to be later than July 1, providing the employee with the opportunity to find another job and the institution the ability to find a replacement. 

The Americans with Disabilities Act requires a reasonable accommodation for those with disabilities. Employee Relations will continue to work with faculty and staff on all ADA accommodation requests. The university does not tolerate discrimination. If an employee believes they have been discriminated against, they may contact the Office of Civil Rights and Title IX for assistance in filing a report.  Leaders understand that they must adjust and work with employees who need various accommodations.  The return-to-campus guidelines do not change this process.    

The university does not tolerate discrimination. If an employee believes they have been discriminated against, they may contact the Office of Civil Rights and Title IX for assistance in filing a report. 

The university will not be able to require on-campus employees to work from home unless they are deemed essential workers and are unable to travel to campus but are able to perform their duties from home. Current policies will be updated with new guidelines.   

The Division of Human Resources will provide a guidebook which will have some checklists as well as new training that will assist employees and supervisors in having a successful telecommuting experience. 

Leaders will receive continuous support in guiding the transition back to campus through the Leader’s Edge newsletter, Leader’s Edge forum, and targeted videos. These resources will empower leaders to communicate the reasons behind the change, support individual employees as they navigate the change cycle at their own pace, and help realign team tasks and relational processes to ensure a successful return to campus.  

We hope that when employees are away from work, they can truly be away from work. The lines between work and personal time have blurred, and it’s becoming an unspoken expectation that because we can work from anywhere, we should always be connected. Too often, employees feel pressure to stay online – even when caring for a sick child or when recovering themselves. This constant availability not only affects well-being - it also limits our ability to build depth and resilience across teams. When we rely on the same individuals to always be “on,” we miss critical opportunities to develop others and prepare for both short-term coverage and long-term succession. We want that to change.  
We also encourage employees to take advantage of resources on campus for health and well-being. We have the ability for employees to have flexible schedules in some areas, depending on the needs of the unit.  Building social bonds in the workplace is also necessary for
well-being.  

Colleges/divisions may allow employees to work an alternate work schedule based on the business needs of the unit.  The Flexible Work Schedule Guidelines provide additional information regarding these options, which already exist. 

Working remotely or on hybrid schedules during short periods of time, such as spring or fall break, may be allowed by supervisors or managers, provided there is accountability for the work being done from home. Supervisors will have additional tools available to help manage and monitor remote work effectively.   

During the summer, many employees take vacations, and the lack of presence on campus is noticeable, especially when students are here for orientation, other activities, and events.  However, working remotely for a few days due to certain circumstances may be permitted by managers, ensuring the needs of the campus community are still met. 

All USC Columbia employees will reside in the state of South Carolina unless special approval is obtained through completing the telecommuting justification form and submitting an exception. 

Certain states have been identified as being “prohibited” to work from because of additional taxes, expenses, and employment laws that differ significantly from South Carolina laws.   Employees working from prohibited states create a potential liability to the university and will not be allowed to continue working remote or hybrid unless the job requires the faculty or staff member to work in a specific state, such as regional admissions recruiters, or the location of the workplace is specified in the grant, which funds the employee and/or research.