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Proposal Allows Public Servants to Work Remotely One Day a Week, with a Limit of 20% of the Team in Home Office, Creating a New Dynamic for Working Hours in the Public Sector and Clear Rules for Telework and Performance.
The proposed administrative reform presented by Deputy Pedro Paulo (PSD-RJ) authorizes telework 1 day a week for employees of municipal, state, district, and federal administrations, on the condition that up to 20% of the team of each agency is in home office at the same time.
The design prevents in-person service from reaching 100% of the staff simultaneously on weekdays, as there will be rotations and legal absences due to vacations and leaves.
The package includes one PEC, one PLP, and one PL, which address interconnected topics such as performance, digital government, careers, and salary limits.
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New Rules for Public Working Hours
In addition to telework limited to one day a week, the PL redefines steps in public service.
The text reformulates the probationary period with continuous evaluation, determines mandatory training by government schools, creates mobility and merit-based progression, and establishes prevention and accountability rules for moral and sexual harassment and discrimination.
It also sets a cap on commissioned positions: up to 5% of the total effective servers, with the possibility of up to 10% in small municipalities.
For commissioned employees and holders of trust positions, physical presence is mandatory, with no authorization for home office.
Conditions for Telework Participation
The regulation of remote work requires a formal agreement between the server and the administration.
The regime is only permitted when there is compatibility with the duties and no harm to the agency’s activities.
The employee must remain available during the hours defined by the management, with clear means of contact.
Recurring and documented unavailability may characterize a violation of functional duty.
Another sensitive point is the infrastructure: those opting for home office must bear the necessary physical and technological structure, according to internal security and confidentiality guidelines.
Territorial Restriction and “4 x 3” Schedule
There is a territorial restriction for participation.
The employee cannot reside in a different municipality than the location of assignment, which seeks to maintain ties with the work unit and facilitate in-person convocations.
Work abroad requires individual and justified authorization.
The operational design tends to create a weekly rotation that, in practice, resembles an informal “4 x 3” schedule: four days of physical presence and one remote day, with teams alternating the home office day to ensure the 20% limit is respected.
Priorities for Specific Groups
The text provides for priority for specific groups in expanded telework regimes.
Priority is given to pregnant women, breastfeeding mothers, sole caregivers of children up to 5 years old, caregivers of children and adolescents with disabilities, and women victims of domestic or workplace violence.
In these cases, telework may be permanent or more frequent, depending on criteria set by the agency and the impact on essential activities.
Performance Management Program (PGD)
The reform creates the Performance Management Program (PGD), applicable to both in-person and remote activities.
Deliverables will be evaluated based on effectiveness and quality, with predefined goals and indicators.
The implementation of the program only occurs when the results are measurable.
There will be monthly active transparency, disclosing the names of the servers in telework, their individual goals, and the total number of remote workers, whether full or part-time, allowing for public oversight and social control.
Planning and Performance Bonuses
Another focus of the package is the PLP, which establishes strategic planning by results and the results agreement as central management instruments.
The proposal requires goals, indicators, and monitoring of institutional performance and authorizes the payment of performance bonuses to teams that meet agreed objectives.
The instrument aims to link planning, execution, and budget, guiding resource allocation based on evidence of results.
PEC and Constitutional Changes
On the constitutional front, the PEC establishes periodic performance evaluation as an obligation, adjusts vacation rules for specific careers, restricts supersalaries by reinforcing the constitutional ceiling, and creates guidelines for digital government.
The text proposes the National Digital Government Strategy and the National Digital Government Network, which seek interoperability among the Union, state, and municipal systems.
The promise is to standardize processes, reduce technological integration costs, and facilitate data exchange for management and oversight.
Management by Goals and Stability
The combination of the three projects aims to provide legal support for management by goals in public service.
The PL and PLP can regulate evaluation, monitoring, administrative sanctions, and performance payments, but do not alter stability and dismissal rules for insufficient performance, as they depend on the PEC.
The effectiveness of the set, therefore, is conditioned to the processing and voting of the three fronts.
Impact and Productivity in Public Service
From the standpoint of impact on daily life, the limitation to 1 remote day per week and the cap of 20% simultaneously serves as an operational brake to maintain physical service.
On the other hand, there is ongoing concern about the measurement of productivity in home office, which is still incipient in many agencies.
The debate revolves around process and outcome indicators, defining clear scopes for deliverables, tracking activities, and auditing time and quality.
Supersalaries and Allowances
The set also touches upon the remuneration agenda.
The PEC and the infraconstitutional acts target excesses known as “allowances”, such as indemnity payments and retroactive amounts that, when added together, can exceed the constitutional limit.
Independent entities see progress in rebalancing telework and in rationalizing allowances, although they advocate for additional constraints to prevent new loopholes.
The proposal, according to assessments made by labor law and public management experts, tends to organize telework on uniform bases, currently scattered across internal rules of each agency.
Dimension of Impact and Processing
The potential universe of impact is large.
Estimates cited by the government and research institutes indicate 11.8 million public servants across the three branches of power.
In a scenario of broad participation, over 2 million could be at home on telework days, provided the limits of 20% per agency and availability requirements are respected.
The rapporteur has assessed, in public statements, that instituting 1 fixed day with clear rules is “an evolution” compared to the current situation, marked by lack of uniform parameters.
The processing requires distinct quorums. The PL can be approved by simple majority of those present.
The PLP requires absolute majority. Meanwhile, the PEC needs three-fifths in two rounds in the Chamber and in the Senate.
Until then, the existing rules in each agency apply, and the success of the proposed model will depend, above all, on the ability to measure and publish results regularly.
Against this backdrop, what objective indicators do you consider essential to evaluate performance in public sector home office without compromising service quality?
Como todo bom jornalista não revisou o texto antes de enviar. Começou com o título errado.
Nen perdi meu tempo lendo o resto.
Como funciona se eu quiser fazer home office mais de uma vez por dia como está no título?
A reportagem está horrível, assim como a proposta deste deputado.