ADVANTAGES OF TELECOMMUTING/FLEXIBLE WORK SCHEDULES

Transcription

1 EXECUTIVE SUMMARY Telecmmuting Telecmmuting is the relcatin f an emplyee's wrk site either t her/his hme, r t anther, clser t hme wrk site prvided by the University. The term telecmmuting usually invlves sme type f cmputerized r electrnic cmmunicatin with the riginal n-campus wrk site. Telecmmuting r establishing a flexible wrk site can be dne with any number f hurs depending n factrs such as the nature f the wrk t be dne, the needs f the unit, and if pssible, the needs r wishes f the emplyee. Current practice suggests that part-time telecmmuting prevails. Flextime Flextime r flexible wrk hurs usually begin with an 8-hur wrkday, but include a starting and quitting time different frm the traditinal 8am t 5pm wrkday. It usually includes a cre perid f time in which the emplyee is required t be in attendance at the wrk site. Fr example, an emplyee may have an 8 hur wrkday which starts smetime between 6am and 10am. He/she is required t be at the wrk site frm 10am t 2pm (with a scheduled lunch hur), and may leave between 3pm and 7pm (depending upn the starting time). The cre perid may vary, depending upn the requirements f the psitin as well as the needs f the department and the emplyee. This may als include a 4/40, that is, fur 10-hur days that cmprise a 40-hur wrkweek. ADVANTAGES OF TELECOMMUTING/FLEXIBLE WORK SCHEDULES The experiences f ther rganizatins that have tried telecmmuting and flexible schedules have shwn that bth can have the benefits described belw. Only yur experience with such prgrams will ultimately demnstrate whether such benefits accrue t yur area r department. 1. Increased prductivity. Other rganizatins have nted prductivity increases after having implemented telecmmuting and/r flexible schedules. There are several pssible reasns; eliminatin f cmmute stress; wrking at hme which can allw emplyees t avid interruptins and distractins that ften exist in the ffice; increased mrale which may serve as a mtivatr; and wrk schedules which can be arranged t take advantage f the emplyee's mst prductive wrk perids. 2. Lwer use f sick leave. Telecmmuting and flexible scheduling can reduce the amunt f sick leave used by emplyees in tw ways: escaping the pressure f cmmuting r tight daily schedules can make sme emplyees less susceptible t illness; smetimes emplyees wh are injured r ill, and therwise nt inclined t dress fr wrk and make the 1 f 15

2 drive t the ffice, may still feel able t wrk, if at hme; flexible schedules give emplyees an pprtunity t cnduct persnal business during the day and reduce the amunt f time ff wrk. 3. Imprved emplyee mrale. Emplyers wh have instituted telecmmuting prgrams have nted sme increase in emplyee mrale. This may be due t the increased flexibility and time fr persnal business; imprved wrk envirnment; ability t schedule wrk arund "persnally prductive" hurs, rather than adhering t an rganizatinal nrm (8am t 5pm); reduced expenses (e.g., cmmute, clthing, lunch), and/r the emplyee's appreciatin fr the cnvenience, independence, and supervisry trust shwn by such prgrams. 4. Expanded service hurs/reduced traffic and parking pressures. Amng the benefits f flexible schedules are the pprtunities fr expanded hurs f service by the department, including cverage during the nn hur. Fr example, ne emplyee may wrk 7am t 4pm, anther 9am t 6pm. Such an arrangement allws departmental services t be available frm 7am t 6pm, rather than the nrmal 8am t 5pm; and with alternate schedules, lunch hurs will be staggered. Increased services can be directed t the public served r t departmental demands (e.g., availability f typing - services, filing, etc.). In ther instances, where service t thers is nt required, it can prvide uninterrupted wrk time when fewer peple are present and phnes are quieter. A further advantage can be the maximizing f equipment use. An emplyee wrking 11am t 8pm can utilize equipment fr three additinal hurs that is therwise nly available n a shared basis when everyne wrks 8am t 5pm. Additinal advantages accrue t the Cllege thrugh a lwer demand fr access and parking at peak wrking hurs. 5. Imprved recruitment and retentin. It is imprtant fr the Cllege t be able t recruit and retain the best emplyees pssible. Telecmmuting and flexible scheduling can help in these areas. By increasing flexibility and autnmy, reducing cmmute time and wrk expenses, and by allwing emplyees a mre pleasant wrk envirnment, telecmmuting and flexible scheduling can make yur department a mre attractive place t wrk fr bth current and future emplyees. In additin, telecmmuting and flexible arrangements can make wrking fr SLCC mre cnvenient and attractive t peple living in utlying areas, thus giving all f us a brader base frm which t draw new applicants. DISADVANTAGES OF TELECOMMUTING/FLEXIBLE SCHEDULE In making a management decisin abut whether r nt t implement a departmental prgram fr telecmmuting r flexible schedules, yu must als cnsider the disadvantages, which culd arise. 2 f 15

3 1. Staffing, Vacatin and Leave Cverage. Having emplyees wh d nt wrk at the central wrk lcatin, r wh d nt keep the same hurs as thers, may make vacatin, sick leave, and ther types f leave-cverage smewhat mre difficult. It may be necessary, at times, fr a manager t temprarily alter a telecmmuting arrangement if staff cverage is necessary in the central wrk lcatin. It may als take sme adjustment fr department staff (including managers and supervisrs) t learn new schedules, and adjust t nt always having everyne there. Rutinely psting telecmmute days and flexible hurs wuld prvide necessary infrmatin t ther staff. 2. Scheduling meetings. As with cverage, scheduling meetings can becme mre cmplex. Trying t accmmdate meetings t days in the ffice- r flexible wrk schedules, reduces the cre perid f time emplyees will be in the same place, at the same time. It may, at times, be necessary fr an emplyee t adjust her/his schedule in rder t be available fr a meeting. 3. Lss f chesiveness/interpersnal dynamics. Altering the dynamics f the wrk place, and the relatinships that have been established, can have cnsequences (thugh nt always negative). There can be a lss f "team" feeling; there may be feelings f increased islatin and lss f scial cntact fr telecmmuting emplyees; hard feelings can develp amng emplyees whse psitins r persnal circumstances d nt allw them t telecmmute r have a flexible schedule. 4. Safety, Security and Liability. Supervisrs and managers need t be cgnizant f safety issues when emplyees wrk utside f the traditinal wrk hurs. It is imprtant t make certain that security matters are understd by emplyees wh wrk alne r wh wrk early r late (e.g., drs lcked, lights n, prper identificatin prir t allwing access). The SLCC Campus Plice shuld be made aware f emplyees wh cnsistently wrk in islated r remte areas, r whse schedules include particularly early r late hurs. 5. Parking. Parking can be mre difficult fr individual emplyees wh drive t wrk at a later hur. Current demands are such that parking lts fill quickly during the early mrning hurs. Other Cnsideratins: SUPERVISION AND FEEDBACK Wrking at a remte lcatin decreases the amunt f supervisin and feedback immediately available t an emplyee. Fr telecmmuting t be pssible, sme amunt f wrk must be dne at hme withut feedback r apprval. In many cases, the emplyee will benefit frm spending time alne. Hwever, if an emplyee plans t wrk at hme ver 50% f the time, he r she shuld be cnfident abut making independent decisins. 3 f 15

4 SOCIAL INTERACTION Telecmmuters will have t adjust t being islated. Eventually peple must cmpensate fr scial breaks and by keeping in cntact in ther ways (phne, , etc.) r by catching up when in the ffice. ORGANIZATION AND TIME MANAGEMENT SKILLS At the ffice, there are many subtle cues t keep a persn n track. Hwever, at hme it is mre difficult t manage time and stay rganized. Sme peple might have a tendency t talk with friends r family r d things arund the huse, and the wrk area may nt be as structured as the ffice. The mre rganized an emplyee is, the mre prductive he r she will be as a telecmmuter. SELF-MOTIVATION It can be difficult fr sme emplyees t wrk when n ne is checking up n them, r when c-wrkers aren t passing by the ffice t see them wrking. Telecmmuters must develp regular rutines and set deadlines fr cmpletin f wrk. Successful telecmmuters are peple wh can reward themselves fr being prductive. PERFORMANCE Telecmmuters shuld be gd perfrmers. On the emplyee s last perfrmance evaluatin, were there specific prblems r develpmental needs that were evident? Think abut hw these might relate t telecmmuting. LENGTH OF SERVICE Emplyees wh have been n the jb a lng time are naturally mre familiar with their tasks as well as their cwrkers. If c-wrkers are unfamiliar with the telecmmuter they are less likely t call when they need assistance r input. The telecmmuter may als be less likely t cntact peple that he r she desn t knw. Additinally, a telecmmuter shuld be a full-time rather than temprary emplyee. TELECOMMUTING - QUESTIONS MANAGERS ASK The fllwing are frequent questins and cncerns expressed by managers and supervisrs when cnsidering a telecmmuting arrangement. 1. Wh can telecmmute? The supervisr may wish t cnsider emplyees wh: hld psitins with functins/tasks which can be perfrmed away frm the central wrk lcatin; have passed their prbatinary perid; have maintained a satisfactry wrk perfrmance (e.g., have demnstrated self-mtivatin, gd rganizatin and time management skills). This cnsideratin can nly be given after the supervisr has determined that a telecmmuting arrangement is apprpriate t the verall 4 f 15

5 rganizatinal needs f the unit, the jb assignment, and departmental budget and staffing needs. 2. If an emplyee telecmmutes, wh pays fr csts related t wrking at hme, e.g., supplies, equipment, phne? Supplies are t be prvided by the department. Telephne calls may be reimbursed by the department r charged t a department telephne credit card. If the emplyee is t take Cllege equipment hme, the department must dcument, in writing, what equipment is n lan t the emplyee, and under what cnditins it must be returned. The emplyee must have hmewner's r renter s insurance cverage t cver Cllege equipment n their premises. 3. Hw ften shuld emplyees telecmmute? The supervisr may wish t begin with a minimum telecmmuting assignment fr the emplyee (e.g. ne day a week) and then increase the assignment depending upn the amunt f time allwed by the psitin and the needs f the department. Telecmmuting assignments may be part time and require that sme time be spent at the central wrk lcatin. The amunt f time acceptable may als be dictated by space available. It is nt incnceivable that a psitin wuld be recruited primarily t telecmmute. 4. Hw will I knw if the telecmmuting emplyee is really wrking? The mst cmmn cncern expressed by managers is that if they can't see their emplyees, they have n way f knwing if they are really wrking. One respnse has been that, even when an emplyee can be seen, a supervisr can't be certain that the emplyee is wrking. Telecmmuting may bring abut a change in the way yu, as a supervisr, supervise. T effectively manage a telecmmuting emplyee, the supervisr must manage what the telecmmuting emplyee prduces. The imprtant questin becmes can the emplyee turn ut a gd prduct in a reasnable perid f time? Decide what tasks the emplyee will be perfrming, and when each f thse tasks will be cmpleted. Make certain the gals/timelines are discussed with the emplyee, and that the standards are reasnable, and wuld be reasnable if the assignment was being perfrmed in the central wrk lcatin. 5. What if the telecmmuting emplyee desn't seem t be getting the jb dne? If yu permit an emplyee t wrk at hme, and the wrk is nt being dne in the time r manner yu have utlined, discuss yur expectatins with the emplyee again. Remind the telecmmuter that the hurs f wrk are thse that were set in the telecmmuting arrangement, and the wrk expectatins are the same as thse f an emplyee in the central wrk lcatin. If discussin with the telecmmuting emplyee is nt successful in imprving unsatisfactry wrk perfrmance, yu as the supervisr, must determine the alternatives available. 6. What cnstitutes vertime if an emplyee is n a flexible r alternate wrk schedule? Nn-exempt emplyees are eligible fr vertime fr hurs wrked ver 40 hurs per week. Overtime must be apprved in advance by the supervisr. 5 f 15

6 7. What if an emplyee is scheduled t wrk a 10-hur day (e.g., is n a 4/40) but is ff wrk due t persnal illness r family care? Emplyees submit absence recrds fr the number f hurs that they are ff. 8. What if an emplyee is scheduled t wrk a 10-hur day (e.g., is n a 4/40) but schedules a vacatin day ff? The emplyee wuld then submit 10 hurs f vacatin. 9. D any f the wrking arrangements discussed have an impact n an emplyee's eligibility fr merit increases, Special Perfrmance Awards, Prfessinal Develpment r Achievement Awards, Reduced-Fee benefits, r Staff Develpment prgrams? They shuld cntinue as any ther nn-telecmmuting emplyee. 10. Wn't it hurt ur cmmunicatin t have an emplyee telecmmute? Many supervisrs express cncern that nt having emplyees in the ffice will hurt cmmunicatin with them. That des nt have t be the case. The telecmmuting emplyee is still available by phne during her/his wrk hurs at hme, and face-t-face cmmunicatin is available n thse days when the emplyee is wrking in the ffice. Maintaining face-t-face cmmunicatin is imprtant and is a majr reasn why mst emplyers limit either the number f days r the number f hurs an emplyee may telecmmute. Anther issue is the telecmmuting emplyee's availability t c- wrkers. C-wrkers must als be able t reach the telecmmuter and shuld be aware f scheduling and hw the telecmmuting emplyee can be reached, if necessary. 11. Will telecmmuting emplyees lse their lyalty t the department if they wrk at hme rather than in the ffice? Telecmmuters see wrking at hme as a great benefit and realize the trust that is expressed in such arrangements. It can actually increase lyalty t the rganizatin. 12. Hw d new emplyees learn their jbs if they're nly here nce in a while? Telecmmuting shuld nt be available t emplyees in their prbatinary perid (unless they were hired specifically as a telecmmuting emplyee). Neither shuld telecmmuting be available t emplyees wh transfer r prmte int new psitins, until any necessary training has been cmpleted. It is critical that an emplyee have prper training and rientatin t functins/tasks, plicies, prcedures and practices apprpriate t her/his psitin befre beginning a telecmmuting assignment. It is als imprtant fr the supervisr and emplyee t establish gd patterns f cmmunicatin befre such arrangements are made. As nted abve, the exceptin t this plicy wuld be when an emplyee is hired t be an essentially full-time telecmmuting emplyee. It is expected that such psitins will be an exceptin t the standard part-time telecmmuting arrangement. 13. What d I tell emplyees wh want t telecmmute but dn't have the right kind f jb? Sme emplyees will nt be able t telecmmute due t the nature f the psitin. This issue can be addressed t sme extent by making knwn the types f psitins that d and d nt allw fr 6 f 15

7 telecmmuting. Hwever, in reviewing a particular psitin with an emplyee, there may be functins/ tasks, which allw ne day a week f telecmmuting r wrking at hme. If that is nt pssible, explain the reasns t the emplyee and that the decisin is nt an arbitrary ne. If it is a perfrmance-related decisin, that t shuld be explained, basing yur discussin n previusly dcumented and discussed emplyee perfrmance appraisals. 14. What d I d if a telecmmuter desn't want t wrk at hme any mre? Telecmmuting may be a wrk arrangement begun in respnse t a request by an emplyee. It may als be a cnditin f emplyment, at the time f hire, which cannt be altered due t a lack f space at the central wrk lcatin. If it is a request t return t the central wrk site, every effrt shuld be made t accmmdate the emplyee's return as sn as pssible. If it is a cnditin f emplyment, whether such an arrangement can be changed will depend upn the circumstances f the unit and management's evaluatin f rganizatinal needs. 15. What d I d if a telecmmuter is injured while wrking at hme? The telecmmuter's at-hme wrk area is an extensin f her/his Office wrkspace and while the emplyee is perfrming jb duties. Injuries ccurring in the wrkplace during agreed upn wrk hurs are cvered under Wrkers' Cmpensatin, just as an injury wuld be if it ccurred at the central wrk lcatin. The telecmmuter shuld be instructed t ntify the supervisr immediately. The supervisr shall, upn being made aware f it, immediately refer the emplyee t a preferred Wrker s Cmpensatin Facility and prvider. All apprpriate injury reprts shall then be cmpleted. 16. Will this take a lt f management r supervisry time? At first, yu may devte a certain amunt f time t assisting emplyees in establishing their telecmmuting schedule and setting perfrmance gals fr them. Hwever, nce initial issues are reslved and cmmunicatin pattern established, telecmmuting emplyees shuld nt require mre supervisry time r attentin than ther emplyees. 17. Can I as a supervisr/manager als telecmmute? Sme managers and supervisrs assume that they must be in the ffice every day, even when their emplyees are nt. That is nt necessarily true. Supervisrs and managers als have functins/tasks that can be perfrmed at hme (e.g., rganizatinal planning, budget prpsals, reprt writing r emplyee perfrmance appraisals). It may, in fact, be the case that such functins/tasks can be better accmplished at hme withut the usual interruptins that can take place in the ffice. Telephne cmmunicatin can als be established between the ffice and the telecmmuting manager r supervisr, just as it is with ther telecmmuting emplyees. R A M 7 f 15

8 MANAGING A TELECOMMUTING EMPLOYEE Remte management is nt much different frm managing peple n-site. It invlves basic management skills, which include setting gals, assessing prgress, giving regular feedback, and managing by results. In fact, managers f telecmmuters have reprted that their wn verall management skills increased. MANAGEMENT BY OBJECTIVES Yu prbably have already managed by bjectives in ne frm r anther by: a. setting gals r bjectives; b. actin-planning t wrk n bjectives; c. crrective actins; and d. peridic reviews and perfrmance appraisals. Fr a telecmmuter this may invlve dividing the bjectives int smaller parts and reviewing them mre frequently. When setting bjectives and giving perfrmance feedback, remember the fllwing: a. Emplyee participatin prmtes acceptance f the manager s bservatins, and emplyees wh are allwed t vice pinins will be mre satisfied with the feedback. b. Set specific perfrmance bjectives rather than general nes. This will clarify exactly what is expected f the emplyee. d. Prductivity imprvement is mre likely if prblem areas are discussed right away. e. Criticism triggers defensive reactins. Talk abut hw smething can be imprved, rather than spending t much time n the dwnside f an emplyee s wrk. f. Reward the emplyee fr wrk well dne! Emplyees respnd much better t psitive feedback than t criticism. MEASURING PERFORMANCE Befre yu can review bjectives, they shuld be clearly defined, with measurable utput such as cmpleted reprts r written cdes. These can be measured in quantity, quality, and time t cmplete. Measuring prductivity and perfrmance shuld nt be different fr n-site and ff-site wrkers. If yu have a gd system fr measuring utput, it shuld be equally effective fr an emplyee wrking at hme. If yu feel the current measurement criteria are nt sufficient, this is a gd pprtunity t develp them. Be careful nt t vermeasure; nt every task can be evaluated in quantitative terms. Evaluate individual wrk as well as grup wrk. 8 f 15

9 Cnsideratins fr the Telecmmuting Emplyee 1. Hw many hurs will yu wrk at hme each day and week? Yu can limit yur tendency t verwrk r mtivate yurself t wrk harder by deciding this up frnt. 2. Which hurs will yu wrk? When wrking at hme, 9-5 may nt suit yur needs. Set a schedule fr yur wrk-at-hme days and infrm thse peple wh will be affected by that decisin. 3. Hw many breaks will yu take during the day? Figure ut if yu wrk best with frequent shrt breaks r lnger breaks at lnger intervals, but d take breaks. Telecmmuters tend t be disciplined and self-mtivated. They ften get s engrssed in their wrk that they frget t take breaks. Severe headaches, eyestrain, neck and back pain are the result f wrking t many hurs withut a break. If yu have this prblem, try setting an alarm clck t g ff every tw hurs r s. When it ges ff, frce yurself t get up and stretch, lk away frm the screen, r d sme neck and back exercises. Yu can still think abut wrk while yu re stretching, but give yur bdy a break. 4. When will yu d husehld chres? Sme peple feel they cannt wrk in a huse that is less than sptless, s they spend time cleaning instead f wrking. This is a gd reasn t have a separate rm fr yur hme ffice. Try keeping just that rm clean. Beware: the peple yu live with may expect yu t d mre husewrk nw that yu re hme anyway. Remind them that yu are at hme t wrk. Yu may find that ding ne husehld chre per wrk-at-hme day is a gd cmprmise. 5. When will yu eat when yu wrk at hme? Make a cnscius decisin abut this. Schedule regular lunch breaks t avid excessive snacking r nt eating at all. 6. When and hw will yu dress when yu wrk at hme? Sme peple like t wear jeans and a T-shirt, but thers find that if they dress t casually, their attitude seems t relax and they can t get dwn t wrk. Dressing fr wrk at hme the same as yu d fr the ffice may be the best slutin. E 7. If yu have kids, when will yu be available t them? Telecmmuting is nt a substitute fr childcare. Children need a lt f attentin, and have a right t expect it frm yu. But yur wrk needs attentin, t. Make arrangements fr childcare, and set bundaries n yur availability t kids and thers. 8. What interruptins will yu allw? There will be phne calls frm friends as well as c-wrkers, plus deliveries, repair service calls, neighbrs, etc. It s better t define a plicy in advance s yu dn t have t make individual decisins at each distractin. Setting a schedule fr yur wrk-at-hme days and making careful decisins will help yu be a successful telecmmuter. Wrking at hme 9 f 15

10 can imprve yur prductivity, but nt if yu let distractins r lack f rganizatin get in yur way. The flexibility f wrking at hme a few days a week can be stimulating. Harness that flexibility and make it wrk fr yu. TECHNICAL CONSIDERATIONS An imprtant step in deciding whether t telecmmute is cnsideratin f the wrk yu will perfrm when nt in the ffice. Think abut the cmputing resurces yu use in the ffice and the types f applicatins yu use each day in yur jb. Perhaps yu access a central cmputing system which prvides the applicatins yu use r yu have a dedicated wrkstatin with cmmercial applicatin packages such as spreadsheets, wrd prcessr, etc. In many cases yu prbably use a cmbinatin f internally develped applicatins and the resurces f yur wrkstatin. T successfully telecmmute, yu must have access t the cmputing resurces yu need t d yur jb. Tday s technlgy prvides a wide range f slutins that can help yu be an effective telecmmuter. Dn t autmatically assume that yu need exactly the same wrkstatin at hme as yu have at the ffice. Many applicatin packages nw run n several different wrkstatins; fr example, Micrsft Excel and Wrd bth run n the PC and Macintsh and can interchange dcuments between bth versins. Tday s trend tward an pen cmputing envirnment means that mre and mre vendrs have designed their prducts fr a hetergeneus envirnment. Check with the department that supprts yur cmputing resurces at the ffice. Yu may find they have already chsen sftware that wrks in this way. Yu can nw make yur chice f wrkstatin based n cmpatibility r cst. Mst persnal cmputers can run sftware that emulates a wide variety f ther devices, even wrkstatins. Sftware can turn a Macintsh int a PC, a PC r Macintsh int a variety f terminals (even sphisticated terminals such as X-Terminals), r a UNIX wrkstatin int a PC r a Macintsh. Things t cnsider include screen size, the speed f the wrkstatin, disc space, and whether yu regularly need t print infrmatin. If yu have t stre infrmatin n the disk f yur hme wrkstatin, remember that yu need t back it up. APPLICATION SOFTWARE Once yu have decided n the wrkstatin, determine which applicatin sftware t use. If yu have the same wrkstatin as the ne at yur ffice then bviusly yu will use the same applicatin packages. Befre simply cpying the sftware frm the ffice, carefully read the vendrs license agreements. Mst license agreements tday recgnize that peple use the packages bth at the ffice and at hme and s permit yu t treat the sftware as a bk. In ther wrds, yu are permitted t install the sftware n bth yur ffice and hme wrkstatins as lng as there is n pssibility that tw peple will use the sftware at the same time. If smene is using yur wrkstatin at the ffice while yu are telecmmuting, yu must purchase additinal cpies f the applicatin package. 10 f 15

11 Large cmpanies ften site license the applicatin packages adpted as cmpany standards, s check with the supprt department befre yu buy. If yur hme wrkstatin is different frm yur ffice wrkstatin, yur chice f sftware depends n whether yu emulate sme frm f terminal r run applicatin packages that supprt different platfrms. PRINTING Whether yu need a printer r nt depends n hw much yu print, what kind f infrmatin yu print, and what percentage f time yu telecmmute. If yu intend t telecmmute ne r tw days a week, then yu can prbably manage withut a printer. On the ther hand, if yu find yurself printing many large reprts every day, telecmmuting may nt be viable fr yu. Remember that the big, fast printer yu might select prbably csts the same as several wrkstatins and requires a fast cmmunicatins link. If yu need t print nly ccasinal infrmatin, yu can prbably defer printing until the next time yu are at the ffice. Printing at the ffice nt nly reduces the cst f the equipment yu need t telecmmute but als reduces the space yu need fr equipment. If yu abslutely must print while telecmmuting, yu have many different printers frm which t chse. The printer yu use will prbably be slwer and have reduced print quality cmpared t the ne yu use at the ffice. Chse a printer based n print speed, quality and cst. COMMUNICATIONS LINK The chice f cmmunicatins link depends n what kind f infrmatin yu access and hw frequently yu access it. Technlgy has evlved t the pint where ne has a tremendus variety f chice in terms f link speed and cst. Start by thinking abut the type f access (file transfer, terminal emulatin, etc.), the vlume f data transferred, hw far yu are frm the ffice and hw lng yu will need the link established each day. The access and the vlume f data yu need t transfer will determine hw fast a link yu need, while yur distance frm the ffice and hurs yu will be using the link will determine the mst cst-effective technlgy. The fllwing sectins prvide examples f hw yu can use different types f cmmunicatins technlgy t telecmmute. Each example describes the cmmunicatins technlgy required and gives examples f the different jbs that might use the technlgy t telecmmute. Yu can cnsult with yur cmputer supprt department and telecmmunicatins prvider in rder t select the right technlgy fr yur situatin. As yu read thrugh the examples, think abut the number f hurs a day yu will need t access the cmputing facilities at the ffice. Yu may find that yu need a nrmal telephne fr talking with clleagues, calling custmers, etc., in additin t the cmmunicatins link. 11 f 15

12 TERMINAL ACCESS If all yur interactins with crprate cmputing resurces use a terminal t access applicatins n a central cmputer, then yu will need a terminal (r persnal cmputer with terminal emulatr) and mdem as yur cmmunicatins link. The simplest cmmunicatin link is a nrmal telephne line and a mdem. Sftware develpment using hst-based tls Yur distance frm the ffice and the number f hurs yu use the link each day determines the recurring csts. If yur ffice is mre than abut 30 miles frm yur hme and yu expect t use the link mre than three hurs a day, cnsider a dedicated line. A dedicated line links yu directly t the cmputing facilities at the ffice and is available 24 hurs a day. Instead f charges based n minutes r hurs f use, yu incur a fixed charge per mnth based n distance. HOW TO IMPLEMENT TELECOMMUTING In rder t determine if a telecmmuting arrangement culd benefit the department and accmmdate apprpriate staff requests, yu will need t cnsider the fllwing issues. 1. Evaluate Organizatinal Needs. All prgrams require management apprval. Therefre, befre specific apprval is given, it is imprtant t assess the particular request in light f departmental prgrams and needs, as well as budget and staffing, when making a decisin abut a telecmmuting r a flexible arrangement within the rganizatin. 2. Cnsider Psitins/Emplyees. In deciding whether r nt a particular emplyee and her/his psitin are suitable fr telecmmuting, yu shuld cnsider each emplyee's jb respnsibilities, and each emplyee's past wrk perfrmance. The psitin's respnsibilities: Review the psitin descriptin f the psitin being cnsidered fr telecmmuting. Are there functins/tasks, which can be perfrmed at hme, r perfrmed at a time when ther emplyees are nt available? Des it invlve writing, reading, research, thinking, editing, data entry, wrd prcessing r cding? Is it prject riented? Des the psitin prvide immediate respnse t a request fr services (e.g., des it prvide a service either in persn r by answering phnes)? Des it require use f equipment r services that are nly available at the central wrk lcatin? Des it require use f cnfidential files that cannt be taken frm the central wrk lcatin? Des it prvide backup t any ther psitin (backup that cannt be prvided by anther emplyee, e.g., special skill r training)? Can accmmdatin be made t any areas f cncern? The emplyee's previus wrk perfrmance: Review the emplyee's previus perfrmance appraisals and ther pertinent 12 f 15

13 recrds f perfrmance in the emplyee's departmental file. Yu are prbably familiar with the wrk habits f the emplyee being cnsidered fr telecmmuting. Telecmmuting requires selfmtivatin and self-discipline. It als requires an emplyee wh wrks well withut direct supervisin, has gd time management skills, a gd understanding f her/his duties and respnsibilities, and is well rganized. One ptin is t allw the emplyee t begin telecmmuting n a trial basis, perhaps ne day a week. If yu determine after a sufficient perid f time that the emplyee is nt effective at hme, r that it is nt rganizatinally effective fr that emplyee t be away frm the central wrk lcatin, yu, as the supervisr, have the right t terminate the telecmmuting arrangement. This must nly be dne with prir ntice t the emplyee. If yu must deny r terminate a telecmmuting arrangement, be sure it is fr business reasns nly, and be clear in yur explanatin t the emplyee that it is neither a persnal nr an arbitrary decisin. It shuld be remembered, t, that many hardwrking emplyees may experience prblems wrking in a telecmmuting arrangement. Sme emplyees, wh wrk well in an ffice setting, find wrking at hme t be islating. It als reduces visibility t c-wrkers and can result in nt being available fr ffice scial activities. Sme emplyees miss the lack f immediate accessibility t supervisry input and/r supprt services (cpy machines, fax, supplies). Sme just find t many distractins at hme. 3. Determine Budget and Equipment Needs. Based n the functins/tasks that wuld be perfrmed at hme, yu must determine what budget impact r equipment needs are required fr a successful telecmmuting arrangement. Perhaps the answer t bth budget impact and equipment needs is nne. Hwever, yu shuld cnsider the fllwing questins: Is any equipment needed fr the telecmmuting arrangement that is under cnsideratin (direct telephne line r mdem, vice mail, telephne credit card, answering machine)? Is there equipment available frm the department that can be laned t the emplyee wrking at hme (cmputer, printer, sftware, mdem)? Is this equipment needed at the central lcatin by the emplyee when he/she is nt telecmmuting? Is this equipment usually shared by ther emplyees wh wuld need it when the telecmmuting emplyee has it at hme? 13 f 15

14 What is the departmental cst, if any, f ne r mre emplyees telecmmuting (equipment, mdem, vice mail, telephne credit card)? 4. Set Schedules. The next step is t determine hw ften the emplyee will be wrking at hme. This will be determined by such issues as thse already mentined abve: functins/tasks t be perfrmed; the percentage f time represented in the psitin by thse functins/tasks; the perfrmance histry f the emplyee being cnsidered; the availability f equipment; any need fr the emplyee t attend regularly scheduled meetings r prvide backup t ther psitins in the central wrk lcatin, etc. It is imperative that the wrk days and wrk hurs be established t ensure prper Wrkers' Cmpensatin cverage fr the emplyee, and t prperly limit the Cllege s liability fr any wrk-incurred injury by an emplyee t thse hurs. 5. Set Gals and Timetables. It is critical fr yu and the telecmmuting emplyee t set gals and timetables by which yu bth can determine if the wrk is being dne in a satisfactry manner. Carefully managing the wrk utput f yur telecmmuting emplyees is the mst imprtant task yu will face. Sme emplyees may be invlved in prjects that will vary frm week t week r mnth t mnth. In these instances, each prject shuld have a time frame, a frmat, and an end prduct by which yu will measure prductivity and the quality f the wrk perfrmed. Des the emplyee have a wrk plan with assignments and prducts understd? Are yur expectatins clearly utlined t the emplyee? Is the emplyee willing t be accuntable fr the results and the wrk perfrmed under such an arrangement? 6. Establish Perfrmance Criteria. It is imprtant that yu be clear with all emplyees n the perfrmance criteria by which they are evaluated. In managing by bjectives, the fcus will be n the prduct and nt the prcess, that is, what is accmplished and nt the direct bservatin f it being dne. The measure will be results. Sme f the questins t be answered are: What is the required prduct (reprt study, budget, utline, r frms t be prcessed)? Is there a quantity that is reasnable t expect? And if s, what is the expected time frame (when, hw ften) fr cmpleting the assigned prduct? Whatever the functins/ tasks, yu shuld use the same standards fr determining the telecmmuting emplyee's wrk perfrmance that yu wuld use if the emplyee were wrking in the central lcatin. 7. Determine Cmmunicatin Arrangements. Once the gals, bjectives and perfrmance criteria are set, yu shuld meet with the emplyee n a regular, predetermined basis t discuss prgress and any prblems. 14 f 15

15 There shuld be a cmmitment t maintaining that cmmunicatin schedule whether daily, weekly, r whenever agreed upn. Yu shuld make yurself available between meetings, in case the emplyee needs assistance t cntinue the wrk. Yu may als wish t specify hw ften the emplyee is expected t call in fr messages (e.g., every hur, nce r twice a day, etc.). And it will be imprtant fr ther emplyees t knw hw t reach the telecmmuter. Since telecmmuting reduces the amunt f face-t-face cntact, it is imprtant that yu be active in maintaining cmmunicatin and keeping thse lines pen. All emplyees perfrm better and remain lyal if yu remain available, recgnize their cntributins, and keep them feeling like integral members f the grup. Remember, t, that it may be necessary t publicize the new hurs f service, r the availability f certain staff members t thse "clients" r "client departments" yur telecmmuting r flex scheduled emplyees serve. 8. Discuss Hme Wrking Arrangements and Any Family Care Issues. Each supervisr shuld discuss with the emplyee what the hme wrk site will be like. Each participant is required t designate a certain part f her/his hme as their at-hme wrk site. Discuss this area with the emplyee t make certain that it will prvide a gd, safe wrking envirnment. Yu may, with sufficient ntice, ask t inspect the hme wrk site if yu have any cncerns abut the apprpriateness r safety f the emplyee r any Cllege equipment. If the emplyee has children r adults at hme during the established wrk hurs, it is apprpriate t ascertain what arrangements have been made t ensure that the emplyee will have a wrk envirnment free f family disturbances. It is imprtant t remind them that telecmmuting is nt an alternative t family care arrangements; flexible wrk schedules, hwever, may be. 15 f 15