FAQ: Management Considerations
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6. Management Questions

A. How do I choose the right people to telecommute?

A couple of very important steps must be taken in order to begin the selection process. A company that is going to allow employees to telecommute must first decide the scope of the program. That is, will employees from every department within the company be eligible for telecommuting, or will it only be available to certain departments, or perhaps only certain jobs within a few departments?  While it is a general statement, the answer to these questions will differ in every situation. If the program is brand new, it would probably be best letting only a few employees from one or two departments try telecommuting.  If they are successful, then the program can be expanded.

After deciding which positions are appropriate for telecommuting, the company must also determine how to "advertise" the telecommuting program. Should everyone in the company know about the program, or should it only be discussed with those employees who will be telecommuting, and everyone else in the company will have to find out about it on their own?  Once again, this will be different in each situation. It depends on the atmosphere within the company.  Do you, as a manager, feel that the employees who are not selected to telecommute will be "good sports" about it and not hold it against those employees who are selected.  And will it affect productivity in the company if employees find out through the grapevine that some of their colleagues are being allowed to work outside of the office while they didn't even know about it.  This decision will rely solely on your experience as a manager.

Finally, when the behind-the-scenes work is finished, some application guidelines must be developed.  When beginning a new telecommuting program, it is usually best to have interested or selected employees formally apply to telecommute. This makes the decisions seem more fair, as well as final.  It also shows the employees that telecommuting is not for everyone, and that there is a good reason behind the company's decision to begin telecommuting and for selecting certain employees. Here are a few of the guidelines that can be used to select eligible applicants.  It is a good idea to show these to all interested employees so they are aware why they can or can't apply for the program.

  • A history of reliable and responsible discharge of work duties
  • A full understanding of the operations of the organization
  • Ability to establish priorities and manage his/her time
  • A proven track record of personal motivation which is reflected in past performance ratings

It is important to remember that if an employee's performance isn't satisfactory in the office, it will definitely be below par whey they are telecommuting. Quite simply, telecommuting is a privilege, not a right. It's not for everybody, and it should be awarded because of hard work, dedication and success.  [top]

 

B. Why can't I just let my employees decide amongst themselves who will telecommute?

Wouldn't it be nice if it were that easy.  This is a common question, and the answer is very simple: Telecommuting is not for everyone. But, if you let employees decide for themselves who will telecommute, you will most likely find that everyone wants to do it.  Or, on the other hand, you may find that the employees who will abuse the privilege of telecommuting will want to do it. Because they want to see how much they can get away with, they often see telecommuting as a way to do less work and still get paid for it.  Choosing who will telecommute must be a managerial decision.  When the manager goes through a formal selection process, two important things happen.  First, the employees who really should be telecommuting are selected. They fit the criteria set forth by the manager, and they are usually the employees who are self-motivated and goal-oriented. Second, a formal selection process shows employees that telecommuting is not a way to "goof off".  By setting employee characteristic criteria and spelling out expectations of working as a telecommuter, employees recognize that their manager will give no exceptions to telecommuters; they will be treated the same as any other employee. [top]

 

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

 This is also a common and well-founded question. And the answer is absolutely.  In fact, in many cases, it is actually more practical for a manager to telecommute. Also, many managers become better managers.  The basic skills needed to successfully manage employees are communication, leadership, organizational skills and vision.  If a manager begins to telecommute, the necessity to master these skills is increased drastically. A manager who telecommutes must be available when he/she says they will be, either by phone, fax, e-mail, etc.  When these details are worked out, and they are followed through with by both employees and the manager, the level of communication is increased.  The second part of this factor is the quality of communication. Because communication time is limited when the manager and the employee(s) are not in the same office, directions, questions and advice must be exchanged efficiently and effectively while the manager and the employee(s) are in contact.

As a leader, a manager who telecommutes must have the faith and trust of the employees who work for him/her.  If a manager who telecommutes returns phone calls and e-mails promptly, answers questions to the employee's satisfaction, completes his/her tasks on time and in a quality format, and generally leads by example, the actions of his/her employees will follow in their footsteps.

The main part of being a manager is being able to organize both employees and resources in an effective manner.  As a manager who telecommutes, this is no different, and is in fact more important. You need to make sure your employees are being used to the best of their abilities, are confident they can complete their tasks without your direct supervision and have faith in the instructions you, as their manager, give them.  Because there is no direct supervision, organizational skills are a key ingredient in telecommuting as a manager. 

Finally, your employees need to be sure that the direction you are taking them will benefit them as much as it will benefit you and the company. They need to feel that as a telecommuter, you are still the same manager you are when you're in the office, they just can't see you.  This type of vision is no different from a manager who manages from the office, it is just more important because you're not in the office.

The important thing to remember is that if you're 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.  They need to have a track record of good management skills, success in working in unfamiliar situations and strong leadership skills. [top]

 

D. What jobs are best suited for telecommuting?

From our experience, the jobs that seem to show the most productive results from telecommuting are information-based jobs. Medical transcriptionists, data entry and IS/IT are the most common jobs and/or departments that employ telecommuters. Also, most jobs that require an individual assignment as part of a team project are good situations for telecommuters. 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. Telecommuting is definitely not suited for every job, but it can be adapted to many. [top]

 

E. Should telecommuting be a mandatory work arrangement for some jobs?

To be safe, the answer would have to be no.  The best thing an employer can do is offer telecommuting as a work arrangement.  By making it mandatory, the employee may feel restricted. While there are some jobs that a great majority of the employees who work them telecommute, it still isn't for everyone.  Some people just need the physical separation of work and home.  And making telecommuting a mandatory part of a job may cause the employee to feel less important or a little unwanted. [top]

 

F. Will my telecommuting schedule make it hard for my co-workers and clients to work with me?

That is up to you. If you choose to work all night and sleep during the day, your co-workers and clients probably won't get to talk with you very much, and subsequently they probably won't value you as a good manager.  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 and to let them know that they can call you on the phone or e-mail 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. Whether it's with a pager, cell phone, or another method, they need to know that they can count on you in a difficult situation. In short, your availability to your colleagues and clients is in your hands. Usually the best course of action is to set aside a block of time during regular business hours each day to talk with clients and co-workers, answering questions, delegating responsibilities and setting goals. [top]

 

G. Sometimes I get the worst of both worlds.  My co-workers and clients either call/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 aren't. This is a common problem, and a serious one as well. It can often interfere with both private life and productivity on the job.  The best solution is to set aside some time, maybe even a few times each day, during regular business hours, to check voice mail and e-mail, as well as return messages and answer the phone. This establishes credibility with clients and colleagues and allows you to concentrate on one thing at a time. If you end up trying to complete an assignment and work on a deal with a client on the phone, productivity will most likely suffer. Most people are also very protective about their time on the weekends, so you need to let both your colleagues and your clients know that you are not willing to do any work on the weekends, you won't answer your phone or return e-mail.  Or, you can agree on a specific time on the weekend that you will be available to discuss concerns or answer any questions they may have. The most simple solution is to specifically lay out the times during each day that you are available for work and when you are not, and make sure your colleagues and clients know when these times are. [top]

 

H. What role does telecommuting play in office politics?

Ideally, telecommuting plays a limited role in office politics.  Many people enjoy the separation telecommuting provides between their job and the politics in the office. And, if they want, they are able to take part in some of the office gossip when they are in contact with their colleagues. 

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, aren't afforded any special treatment and shouldn't be singled out as scapegoats.  [top]

 

I. Is the workload of the support staff increased because of telecommuters?

This is a difficult question, and the answer varies greatly from one company to another, even one job to the next. It depends mostly on the jobs that the telecommuters used to do that now must be passed on to the support staff. Depending on the job, the workload is sometimes substantially greater, and other times it is minimal.  This isn't a knock on support staff, because everyone knows that the work they do is invaluable to the success of everyone in the company. It simply is restating a feeling that everyone feels at one time or another. There may also be a little resentment because the telecommuter now seems to be "exempt" from some of their work simply because they don't work in the office anymore.

The simplest way to solve this problem is to decide how to streamline, eliminate, or disperse the duties that the telecommuter can no longer do because they are 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 make the support staff that they are appreciated. Whether it's a small raise or bonus, surprising them with lunch or a pizza on break or taking them to a game or movie, they will know they are not looked at as a tool.  [top]

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