Working Forward: Navigating Hybrid & Remote Work

As our workspace evolves, adapting to hybrid and remote work practices becomes essential. Wharton’s Peak Performance Model is designed to balance productivity with employee preferences. This page equips you with the tools, insights, and strategies to optimize hybrid and remote work.

Wharton’s Peak Performance Model

Wharton is committed to cultivating an engaged and thriving workforce that fosters meaningful employee connections. To enable this commitment, we continue to build a culture and community that accommodates various work arrangements to balance staff preferences and institutional requirements. The Peak Performance Model, our current hybrid work model, is designed to optimize productivity and employee satisfaction while supporting the work necessary to achieve the school’s overall objectives. Based on feedback and outcomes from FY23, Wharton will maintain the Peak Performance Model as our established hybrid policy. 

What is the Peak Performance Model?

Introduced in September 2022, Wharton’s Peak Performance framework gives managers and department leaders the autonomy to collaboratively evaluate and establish hybrid schedules for their teams during “peak and non-peak periods.” In peak seasons, schedules should be designed to align with the specific demands of staff roles and their stakeholders during busy seasons. Likewise, managers are encouraged to implement more flexible hybrid schedules during “non-peak periods” when business needs are less critical or time-sensitive. The model aims to balance the varied workload requirements across our many departments while also fostering collaboration and a strong sense of community through in-person interactions.

Establishing a team’s optimal Peak Performance schedule is a critical part of the model’s success and is best done through upfront and intentional collaboration between unit leaders and their managers. By evaluating the team’s typical workflow to identify peak and non-peak periods, managers can develop schedules and corresponding remote or in-office plans that maximize their team’s performance and preferences. Providing departments the flexibility to set their own peak and non-peak periods means a team’s schedule may align to semesters, particular activities or timeframes within a semester, or any other anticipated intervals that dictate shifts in workloads. Striking the right balance between in-person and remote days enables hybrid teams to harness collaboration and autonomy, resulting in increased productivity, employee satisfaction, and overall team success. We suggest everyone review a few suggested best practices in advance of determining your team’s model.

The University Flexible, Hybrid & Remote Work & Flexible, Hybrid, and Remote Work Policy pages offer related insights and resources to consider. Wharton HR will also provide managers additional information about best practices, consultative support, and other considerations to assist in developing these plans.

For questions regarding your team’s specific Peak Performance Model plans and process, please contact your manager. For questions regarding hybrid work support and resources, please email Wharton Human Resources.

Remote Work Guidelines

At Wharton, we recognize that remote work may be a great option for some positions. It can foster productivity, flexibility, and a better work-life balance. The following guidelines have been established by the University around remote work:

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  • Expectations: All job duties must be capable of being performed remotely without compromising other colleagues, productivity, or other stakeholder-facing responsibilities.
  • Location: Remote work performed outside of the United States requires prior consultation with Global Support Services.
  • Approvals: Staff members working remotely on a regular basis (4-5 days remote) must have an approved hybrid or remote work arrangement documented through Workday.
  • Confidentiality & Data Security: While working remotely, staff members are responsible for ensuring the protection of confidential information. This includes business information as well as information protected under applicable privacy laws, including but not limited to FERPA and HIPAA, which may be stored electronically, in printed materials, or verbally discussed. Staff members are prohibited from using or disclosing any confidential information, whether during employment or following separation from employment, except as may be necessary in the fulfillment of the staff member’s job duties. Staff members must not provide others in the staff member’s household access to work-related information. Printing of confidential information should be limited, and any hard copies containing confidential information must be shredded prior to disposal.
  • ADA Accommodations: Requests for flexible, hybrid, or remote work as a reasonable accommodation for a staff member’s disability or medical condition should follow the Office of Affirmative Action and Equal Opportunity Program’s process for requesting reasonable accommodations.
  • TaxesTax withholding is based on the staff member’s primary work location recorded in Workday. The primary work location should be the campus address unless the position is designated as remote required. Staff members are responsible for understanding any tax implications and fulfilling necessary tax filings related to hybrid or fully remote work.
  • Benefits: In general, the University seeks to provide the same array of benefits to staff members regardless of their work location.  There may, however, be locations where this is not possible. For example, access to certain health plans may be restricted or access to network physicians or specialists may be limited. Additionally, benefits programs may vary based upon individual state or local regulations. For specific information regarding benefits, please contact the Benefits Solution Center at 866-799-2329.

Hybrid & Remote Work: Best Practices, Guidance, and Tools

To ensure the success of hybrid teams, it is essential to adopt best practices that promote effective collaboration and connection while balancing focused work. Intentionality plays a key role in optimizing in-person and remote days for different purposes.


  • In-person days should be deliberately designed to foster collaboration, creativity, and relationship-building. These days can be reserved for brainstorming sessions, team meetings, workshops, and other activities that thrive on face-to-face interaction.Remote days may provide an opportunity for individual team members to delve into deep, focused work, free from distractions and interruptions. Striking the right balance between in-person and remote days enables hybrid teams to harness the benefits of both collaboration and autonomy, resulting in increased productivity, employee satisfaction, and overall team success.Note:
    • Occasionally, staff may be required to attend meetings or training at a University worksite or another location, regardless of their remote work status for that day.
    • While working remotely, staff members must be able to maintain regular communication with their manager, adhering to agreed-upon methods for assignments and feedback.
    • Failure to meet performance expectations, including communication requirements, may result in accountability through the performance improvement/discipline process, potentially leading to the discontinuation of flexible, hybrid, or remote work.