|
Section 2, Chapter 7
Definition:
Telework (also called telecommuting and remote
work) describes a situation where an employee is working anywhere
but in their traditional office. A typical scenario involves employees
working at home either full or part time, but they could also be
working on travel assignments or at remote work centers or on the
road day by day. This chapter will focus on telecommuting programs
intended to produce Commute Solutions benefits, such as reduced
commute miles and office savings.
Benefits
|
Employer
|
Employee
|
Community
|
- Reduced parking needs
- Reduced office space needs and overhead costs
- Less employee stress/better productivity
- Better employee morale/retention
- Decreased absenteeism and sick leave
|
- More flexibility for personal and work time
- Higher productivity
|
- Less traffic congestion
- Better air quality
- Reduced fuel use
|
Challenges
- Developing
policies and procedure
- Overcoming
resistance from managers
- Changing managerial
styles
- Making sure
on-site work duties are "covered" when needed
- Monitoring
employees who participate
- Equipping
workers with needed technology and equipment
- Feelings of isolation for teleworkers
- Overworking
participants and affect of bringing work into the home
Implementation Steps
Teleworking by far offers the greatest benefits
for many employers, yet most are resistant to the idea. The popular
refrain among middle management at major employers is often a hearty,
"Teleworking is a great idea, but it won't work here."
Either that or, "I need to see the workers to know they're
working."
The fact is that teleworking will work in
most situations and it will provide a higher level of productivity
than that at the work site. However, a look at the lengthy "challenges"
list shows that ETCs will need to consider a variety of issues when
starting a telework program. And before an ETC can even consider
the technical and administrative steps needed to start a program,
a strategy for addressing management concerns is needed.
The key, however, is stressing the one benefit
that results regardless of the employer's particular situation—productivity
increases. Numerous studies have outlined in detail the increase
in productivity among teleworkers. Figures vary, but conservative
estimates show an increase in productivity of anywhere from 20 to
30 percent.
ETCs can sell teleworking as a productivity
tool that often changes the way work is tracked and monitored for
the better. (See Monitoring Work: The Telemanager,
below). Finally, an ETC can propose a pilot project with a small
number of teleworkers who are surveyed before and after the project,
along with a survey of managers, to assess the benefits and problems
with the program.
The Resources section has several helpful
tools to analyze programs. Like alternative work schedules, telework
requires written policies and procedures, along with a team effort
to develop them.
1. Form a Team
Most Commute Solutions strategies require input from various people
or departments at an employer to make sure the guidelines are comprehensive
and fair. But for telework, the input is important, since employers
will be dealing with the dynamics related to employees who probably
will be working at home. So it's important to get the input needed
from departments such as legal, human resources and environmental
health and safety before implementing a program.
2. Make an Assessment
An ETC and Commute Solutions Committee should make an assessment
for teleworking, something akin to the overall site assessment (See
Section 2, Chapter 3), but also a different animal all together
in that it goes more into the inner workings of each department.
For example, an employer may assess its situation
and determine that various departments need additional office space
and/or parking, something almost all Commute Solutions strategies
can address. Additionally, the transportation survey and focus groups,
along with management surveys, can provide an ETC the mind set of
managers in relation to teleworking. But the assessment for telework
needs to go a few steps farther.
The ETC should:
- Examine workflow and job responsibilities
- Record "coverage," how personnel
are needed for on-site tasks and when
- Determine how technology plays a role
in the job responsibilities for the department, whether the technology
is as simple as a paper cutter, or as complex as a PC network
that needs the ultimate in security.
3. Select Types of Participants
The assessment above will provide the foundation for determining
for whom telework is suitable at your work site. A few job responsibilities
often suitable for teleworking:
- Sales personnel
- Call center or customer service agents
- Communications positions (writers, designers,
marketers, PR professionals, etc.)
- Planners
- Administrative positions
- IT/Software professionals and web developers
- Consultants
That's the short list. However, try to be
creative and flexible and realize that every bit of teleworking
adds to your productivity and the benefits to the community at large.
All jobs have deliverables, tasks that can be measured with a final
product. Try to pinpoint deliverables for each responsibility that
will ensure it is suitable for teleworking
For example, the following job responsibilities
are a couple often pegged as not suitable for teleworking and accompanying
them are the most often mentioned reasons why they won't work for
telework. The key in many instances is cross training, making sure
someone else in the office has the training needed to fulfill the
job responsibilities of someone who is absent. Cross training is
invaluable for several reasons in that it prepares the employer
for turnover, vacations, sickness and other times when a valuable
employee is out.
Secretaries and Receptionists
How many times has the receptionist/secretary/administrative assistant
been denied at-home work, vacations or even celebratory lunches
because they had to "cover the phones?" Like any position,
they need time to plan, organize and think outside the chaos of
daily duties. Pinpointing a couple of days a month for the position
to telework with set tasks will give the support person the time
they need to focus on improving their work, and it will convey a
sense that they too are part of the team.
Supervisors/Managers
Managers often claim they can't telework because they need to keep
tabs on their workers and the tasks at hand on site all the time.
However, to keep on top of the game, managers need to devote time
to both the nitty gritty (answering e-mails, letters, phone calls,
reading publications/journals, etc.) and the big picture (strategic
thinking and planning, developing new models for the business, etc.),
none of which are easy to do at the work place.
Taking a couple of days per month to telework
for catch up and a couple of days for strategic thought can make
all the difference in the world. Also, by setting tasks for them
to work on at home and communicating the completion of those tasks
to employees, the managers can demonstrate that they are being "monitored"
and working hard remotely!
4. Consider Personalities, Work Styles and
Motivations
Personalities, work styles and motivations also play an important
role in choosing suitable teleworkers. Employees who need constant
motivation might not thrive in an environment where they are all
alone. Additionally, examine why an employee wants to telework.
Needing flexibility to pick up kids from school might be acceptable,
while wanting telework to substitute for childcare probably isn't
acceptable.
5. Decide on technology
and budget
The job responsibilities involved in teleworking also will drive
the technology needed and the associated costs. For instance, if
your work force primarily deals with simple written documents and
communication, perhaps ensuring employees have Internet access at
home is enough to provide for their teleworking needs. The company
may subsidize the access or require the employees to pay for the
service on their own.
However, many job responsibilities require
a variety of technological services, such as:
Virtual private networks (VPNs)
that allow for relatively secure access to the employer's computer
network, meaning the employee can access files as needed, as if
they were at the work site. Also, recent innovations in Internet
technology have provided a variety of paid services that allow secure
access to work place workstations with easy-to-use Web interfaces.
Virtual phone systems that
allow teleworkers to receive routed calls to their telework site.
For instance, a call center could send specific calls to the home
of a teleworker on a line dedicated for business purposes.
Fax machines still are a staple of most businesses, although faxing
by computer is a possibility with software or online services.
For complex telework situations involving
advanced technology and specialized software (such as call center
or customer service personnel with routed phone calls) a teleworking
consultant may be needed. Most major telecommunications companies
provide assistance for using their products and services, and private
consultants also are available.
Once you have the positions, technology plan
and budget for teleworking, you can start defining the guidelines
for the project, recruiting employees and training them and their
managers.
6. Developing Policies and Procedures
Written telework policies and procedures should be mandatory for
any program. Fortunately, a variety of resources are available to
draw from for these policies. (See Resources,
below)
7. Monitor Work: The Telemanager
A telemanager is someone who manages teleworkers. The telemanager
develops a system to track who is teleworking when, what tasks they
are assigned and the completion of those tasks, as well as overall
hours worked and a variety of other details.
Systems will vary for how detailed the telemanager
needs to be in tracking and management. For instance, a telemanager
overseeing writers might only need a list of articles and deadlines
to follow through to completion, whereas someone managing multiple
project, may need detailed reports outlining the status and time
spent on each.
8. Train Them Both
Ideally, both the teleworker and telemanager need training to help
them develop and implement programs. See the Resources section for
training tools.
9. Prepare for the Effect on the Workplace
The good news is that, unlike alternative work schedules (See
Section 2, Chapter 8), teleworking is fairly free from many
labor laws and concerns, because employees are working the same
number of hours, just in a different place than the traditional
office.
The bad news is that many workers who aren't
teleworking can be somewhat envious and doubtful about the benefits
of their peers working from home. Written policies and procedures,
along with publicized benefits and results of teleworking, should
address this problem. Remember that teleworking is a strategy and
privilege granted by management that benefits the business. Although
employees often enjoy the benefits, they must be well suited for
teleworking and follow policies and procedures—all at the discretion
of management.
10. Prepare
the Worker for the Effect Teleworking Might Have on Them
Be sure to communicate to employees the possible detrimental effects
of teleworking:
- Bringing work into the home place
- Overworking because work is so accessible
- Distractions to work flow (family, pets,
etc.)
- Isolation and lack of face-to-face interaction
for those who telework often
A good training program will address these
challenges.
11. Evaluate the Program
To evaluate the benefits of telework, it is helpful to gauge employee
productivity before teleworking. Consider a survey or monitoring
of employee tasks for several positions being considered for telework.
Then perform the same process after a month of teleworking. Other
evaluations may be needed as well, such as a report outlining possible
office space or parking spaces saved and the cost benefits.
12. List Other Considerations
Quite frankly, there are too many to list! Again, telework offers
tremendous productivity and operational benefits, but with so many
issues to navigate for different job responsibilities and work situations,
it's best that you explore some of the excellent resources listed
below. Remember, numerous free resources are available to help you
plan and set up telework programs.
Then again, professional and paid advice
from consultants is best when you need extra help assessing your
needs, convincing management of telework benefits, deciding on and
implementing technology and providing for ongoing technical support.
Cost / Savings
See the Cost Savings Calculator (Section
5) to find out how much money employees can save by teleworking.
For the employer, teleworking can result in significant savings
from reduced office space and parking needs. However, costs also
could be associated with technology improvements at the home and/or
workplace.
Resources
State Energy Conservation Office (SECO)
www.seco.cpa.state.tx.us
512-463-1878
SECO provides assistance to state agencies and other organizations
exploring and implementing telework programs. The agency also offers
a host of telework documents, such as employee agreements and steps
to implementation, and includes a list of helpful links to other
telework organizations, resources and consultants.
The Telework Collaborative
www.teleworkcollaborative.com
A collaborative of five western states, including Texas, the organization
promotes sharing of telework knowledge. The group also has a series
of telework training kits with videos for employees and managers.
Case Study
The Texas Department of Protective and Regulatory
Services was experiencing a severe turnover problem. The agency,
charged with investigating child and adult abuse, employs thousands
of caseworkers responsible for monitoring abuse and neglect cases.
"It's very difficult work, and we basically
lose case workers to other companies or agencies within 18-24 months,"
says Ralph Salinas, division administrator for recruitment and retention.
"So we were looking for different methods to retain them, and
teleworking seemed like it might be a cost effective tool to do
so." It also made sense, since the caseworkers were out of
the office and in the field much of the time, he says.
In June of 1999, the agency began a telework
pilot program called Delivering Accountable Services from Home (DASH).
Caseworkers in the Houston area were provided with laptops and an
additional telephone line in their home. "It turned out quite
well, they all enjoyed it, there was a lot of positive feedback,"
Salinas says.
The success prompted the agency to expand
the program, and it began working with the State Energy Conservation
Office (SECO), which helped set up telework policies and procedures.
To date, the agency has 7,500 employees and 458 teleworkers.
In addition to retention benefits, the agency
has experienced a reduction in sick leave taken by employees and
an increase in flexibility in planning for office space in its divisions
across the state.
Starting in September 2002, the agency is
expanding the program with new technology—Web based software
used by caseworkers, for example—and different levels of teleworking
for different positions. The goal is to double the number of participants
within a year.
Forms / Maps / Templates
The Following Forms are produced by the Texas
State Energy Conservation Office, and can also be found at their
Web site at www.seco.cpa.state.tx.us.
Telework Guidelines
These generic Telework guidelines can be used by an organization
to establish a formal program. Many state agencies, local governments
and private companies and organizations have used these guidelines
to establish their telework programs.
Telework Guidelines (PDF)
Telework Guidelines (Word)
Telework Request Form
This form is submitted by the teleworker to their supervisor to
formally request teleworking as a work arrangement. This form is
approved before an employee is allowed to Telework.
Telework Request
Form (PDF)
Telework Request
Form (Word)
Telework Agreements and Assignments
Telework agreements are used to provide an agreement between the
teleworker and their supervisor. It is not an employment contract,
merely a signed document that outlines the responsibilities of both
parties. The Telework Assignment is a document that generally details
the teleworkers' hours, Telework days and tasks plus any special
agreements between the teleworker and their supervisor.
Telework
Agreement (PDF)
Telework Agreement (Word)
Telework
Agreement (ADA) (PDF)
Telework Agreement
(ADA) (Word)
Telework
Assignment (Attachment A) (PDF)
Telework Assignment
(Attachment A) (Word)
Telework Task Log (Optional)
The Telework task log is an optional form designed to document the
teleworkers work tasks for their teleworking periods. The teleworkers
supervisor approves this form before the employee commences teleworking
and is used to determine the quantity of work done and the amount
of time required for that task during the teleworking period.
Telework Task Log (PDF)
Telework Task Log (Word)
Evaluation Tools
Telework Travel Log
This form is used to document the fuel savings, commute miles saved,
travel time saved, hours teleworked, sick leave savings, office
space saving and mode of transportation used by the teleworker.
This information can be used by the organization to document compliance
with state and local transportation demand management requirements
and assessing the impact on traffic congestion, air quality and
energy use related to the Telework program.
Teleworker Travel
Log (PDF)
Teleworker Travel
Log (Word)
Telework Surveys
Surveys are used as a systematic approach to evaluating a Telework
program. Surveys provide information on employee interest in the
program, strengths and weaknesses of program activities, measuring
how well the program objectives are being met, helps program coordinators
and executive management make decisions for continuing or ending
programs, and supporting budget and staff allocation decisions.
Please see Conducting Surveys for additional information. The following
surveys were developed by the Washington State University.
Teleworker
Teleworker Survey
- Before (PDF)
Teleworker Survey
- Before (Word)
Teleworker
Survey - After (PDF)
Teleworker Survey
- After (Word)
Supervisor
Supervisor Survey
- Before (PDF)
Supervisor Survey
- Before (Word)
Supervisor
Survey - After (PDF)
Supervisor Survey
- After (Word)
Co-Worker
Coworker Survey
- Before (PDF)
Coworker Survey
- Before (Word)
Coworker
Survey - After (PDF)
Coworker Survey
- After (Word)
|
