Managing Teleworkers

Telecommuting is not for everyone. It is a privilege, not a right – and it should be awarded because of hard work, dedication and performance history. Teleworker selection should be a mutual decision between the employee and the manager. Employers utilize both formal selection procedures and criteria and informal selection. The manager should ensure that approval to telework is based on a set of criteria including qualitative data related to teleworker performance history. Setting telework criteria ensures that managers have rationales for their decisions to allow telework.  [top]

As a manager, is it practical for me to telecommute?

Absolutely. In fact, it is often more practical for managers to telecommute and they become better managers because of it. The basic skills needed to successfully manage employees are communication, leadership, organizational skills and vision. Managers who telework must be masters of these skills. As a teleworking manager, you must iron out any communication difficulties, be available when you say you will be available, and maintain consistent contact with employees. It will be important to have the faith and trust of the employees who work for you. If you return phone calls and e-mails promptly, answer employee questions satisfactorily, complete your tasks on time with quality, and generally lead by example, the telework arrangement should work out well.

If you are not a good manager in the office, telecommuting will magnify that problem, not solve it. Just like selecting employees for telecommuting, the same criteria apply to managers. Managers need to have a track record of good management skills, success in working in unfamiliar situations and strong leadership skills. Managers need to be confident that employees can complete their tasks without your direct supervision.  [top]

It is important to distinguish between telework jobs and telework job functions. Some jobs can be completely performed off-site, which we refer to as telework jobs. In contrast, many of us can perform parts of our jobs or certain job functions remotely. This opens up increased opportunities for telework to occur.

From MITE’s experience, the job tasks that seem to show the most productive results from telework are information-based jobs. A survey conducted by MITE and the Humphrey Institute [add link to survey here] found that telework opportunities existed in a wide number of sectors. The table below shows that while there was some variation between the types of work done by teleworkers between public and private employers, at least 10 different job functions were listed by respondents as being conducted by teleworkers.

The majority of jobs were provided to employees that already had work histories with the company. Most of the telework opportunities for employees who transitioned into telework were in the areas of claims review, research and analysis, office or administrative positions, customer service.

In addition most job tasks within a job requiring an individual assignment as part of a team project are good situations for teleworkers. They are able to complete their part of the project away from the office, then share their information with the rest of the group by phone, fax or e-mail. Telework may not be suited for every job, but it can be adapted to many.  [top] 

To be safe, the answer would have to be no. The best thing an employer can do is offer telecommuting as a work arrangement that may be available. By making it mandatory, the employee may feel restricted. Some people just need the physical separation of work and home. Some jobs do require telework on a full-time basis, but most often employees do choose this option freely. Making telework mandatory without the employee’s buy-in is an abrupt way to offer telework and may have negative repercussions.   [top]

That is up to you. One of the most important factors to successful telecommuters is accessibility. It would be best to make yourself available to co-workers and clients during regular business hours. Let them know they can call you on the phone or contact you during this time and expect to get a response within a reasonable amount of time. You must also make yourself available for emergency situations, via pager, cell phone, or another method. Your employees need to know that they can count on you in a difficult situation. Usually the best course of action is to dedicate a block of time during regular business hours each day to talk with clients and co-workers, answering questions, delegating responsibilities and completing tasks. [top]

Sometimes I get the worst of both worlds.  My co-workers and clients either call or page me in the evening or on the weekend when I'm not working, or they don't want to call me when I'm telecommuting because I'm at home and therefore they think I'm not working. How can I correct this problem?

This situation reveals the importance of communication. You need to make it clear to everyone, co-workers and clients alike, exactly when you are available for business and when you should not be disturbed.

Dedicate a specific time during regular business hours to check voice mail and e-mail, return messages, and answer the phone. Let everyone know that you are available at this time. By having dedicated time available, you establish credibility with clients and colleagues. You also increase your productivity by concentrating on one thing at a time.

If possible, let your colleagues and your clients know that you are not usually willing to perform work on the weekends. Or, agree on a specific time on the weekend that you will be available to discuss concerns or answer questions.  [top]

Ideally, telecommuting plays a very limited role in office politics. Many people enjoy the separation telecommuting provides between their job and the politics in the office. On the other hand, some people are afraid of becoming the subject of office politics because they telecommute. And, this could honestly pose a problem. As a manager, it is your duty to be the final word in this situation. You need to make it clear that the employees who telecommute are treated the same as other employees, are not afforded any special treatment, and should not be singled out as scapegoats. [top]

The answer varies greatly from one business division to another. This difficulty arises when the telecommuter used to do tasks that are now passed onto in-house staff. Jointly the work team should explore and define tasks that may change. Part-time teleworkers often do not experience this, as they are able to complete tasks more easily the next day when they are in the office.

The simplest way to solve this problem is to decide how to streamline, eliminate, or disperse the duties that the telecommuter cannot do off-site. This will make the support staff grateful, as well as a little more dedicated to their new duties. Another helpful way to ease the transition is to ensure that support staff feel appreciated. Whether it be a small raise or bonus, surprising them with lunch or a pizza or break, or taking them to a game or movie, they will know they are not looked at as a tool but rather a valued employee. [top]

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