Below are OPM’s tip sheets for employees, supervisors, and agency management for working in a hybrid onsite/offsite environment.



Be transparent and realistic in your expectations with your supervisor

Be sure to clarify with your supervisor the expectations of your position and highlight the strategic alignment between it and the organizational mission

Align individual goals with department/team goals

Make sure goals are achievable


Establish an open line of communication with your manager through regular one-on-one meetings, instant messaging channels, and virtual team meetings

Compose a list of achievement stories for each milestone achieved during the marking period

Meet regularly with your supervisor to discuss individual goals


Use video conferencing using backgrounds/filters to avoid distractions and ensure you are in a private environment

Be prepared for the end-of-year discussion by preparing statements of accomplishments and questions about how you can improve and grow in priority areas

See the rating process as an opportunity for growth

Ensure that all objectives and goals are achieved during the marking period

Awards and Recognition

As we all feel valued differently, let your supervisor know what kind of rewards and recognition you value

Track and share your accomplishments with your supervisor (Note notable successes)

Volunteer to lead challenging/complex high visibility projects

Host employee appreciation events to boost self-esteem and morale

learning and development

Keep your mind sharp, your desire for personal growth strong, and your career opportunities open with online learning and training programs

Look for free training and resources from other federal agencies, specific professional associations, and universities or local partners

Ask for a mentor and consult with your supervisor to apply for detailed positions or rotation programs to link development to personal goals

Employee health

Set intentional breaks — Schedule time to get away, exercise or go out; Get up and stretch

Participate in virtual discussion groups and join virtual communities that match your particular interests and/or concerns

Take advantage of employee assistance, mental health or psychological support programs



Clarify the intent and meaning of the standards; Individual perspectives may vary in their interpretation of what constitutes superior, equal and inferior performance

Standardize expected results as much as possible; This helps to increase equity in performance standards between employees in similar positions

Enable autonomy and growth by clearly highlighting to employees the strategic alignment between their work and the organizational mission


Demonstrate inclusion to employees by thoughtfully providing performance feedback using inclusive language

Engage employees through multiple informal and formal feedback sessions throughout the year

Check your assumptions (especially if your employee has worked remotely) about why the employee was or was not performing; Realize that there are unseen circumstances and events that can impact performance


Hold performance review meetings in a neutral environment free from noise and distraction (virtual and physical environments)

Start with positive feedback; Constructive feedback is more widely accepted if preceded by positive feedback

Be aware of your own evaluator bias; Evaluate performance based on measurable results

Awards and Recognition

Find out how your employees want to be recognized and meet this need (some don’t want publicity)

Recognize employee contributions related to organizational values ​​(not just productivity and performance)

Celebrate individual and team successes throughout the year; People want to feel appreciated and know that they are contributing to the success of the organization

learning and development

Implement routine checks for two-way and 360-degree development updates; Must be two-way and encourage constant development

Offer and encourage free e-learning and training programs from other federal agencies, professional associations and universities or local partners

Establish or promote mentoring, coaching and retail opportunities to link employee goals and development

Open communication

Enable teamwork/collaboration and team check-ins by scheduling 5-10 minute breaks during meetings for “hallway” chats between employees

Use technology such as video conferencing to help maintain an “in-person” connection

Be deliberate and consistent in communication methods and channels; People need to feel accepted as part of the group


Self management

Properly manage your time to include planning, working and preparing for organized and productive meetings

Demonstrating a healthy work-life balance (e.g., not scheduling meetings over lunch, using annual leave, etc.) will allow employees to emulate your positive work and home behaviors, which will lead to increased productivity and increased employee well-being.


Organize question-and-answer sessions at the end of town hall meetings or via the agency’s intranet/forum pages

Encourage office hours for management and employees to address concerns

Be open and receptive to feedback from these trusted partners within your organization

Delegation and Autonomy

Trust is gained when senior leaders “enlarge their circle of decision makers”; Delegate down and collaborate with others to enable natural professional development and increase your ability to meet challenges

Articulate expectations clearly, emphasizing strategic alignment, then allow autonomy to achieve two-way trust

people centered management

Getting out of the management mindset through observation; Focus on the what and how of success at work rather than where and when

Enable collaboration and encourage cross-training for employee development and natural succession planning

Perform analysis to ensure that all employees are evaluated fairly, receive timely feedback, have access to the same opportunities and have all the resources necessary to succeed

Use resources and train

Leverage technology to bridge communication and collaboration gaps

Seek free training and resources from other federal agencies, professional associations (SHRM, CFO Councils, Leadership Council), and universities or local partners

Use internal SMEs to conduct agency-wide training sessions to increase knowledge and accountability of managers and employees

Develop an agile culture and a hybrid workplace

Plan your transition to a hybrid office (tech-ready to enable meetings that seamlessly reach in-office and remote workers)

Update policies/practices/training to incorporate flexibilities (telecommuting, remote management, IT systems, security)

Develop strategies to maintain resilience in the face of future uncertainty and a changing workplace

Interim budget bill, postal bill ready for final votes

Report outlines plans to transition to postal-only health insurance program

Vaccination mandate ban remains in place, at least for now

Warrant injunction calls agency ‘re-entry’ into question, says WH

EEOC praises agencies for record of age discrimination, but worries about pay differences

Report links perceptions of fairness to rates of age-related bias

The number of COLA 2023 retirees is already close to 3%

VA rolls out employee incentives to combat turnover

See also,

Benefits upon death of a federal employee or retiree

The Federal Retirement Agreement (That’s Good)

Annual leave, one of the main benefits for federal employees

Federal Employee Handbook 2022