I'm Working from Home This Week...
It’s not often that we see an issue that can be debated on as many fronts as the issue of teleworking .  Solid arguments can be supported from an array of soapboxes labeled environmental, recruitment and retention, financial, societal, physical and mental well being, work/life balance; you get the picture.  The reasons for this convergence of fire-stoking drivers include:
  • Technology provides the opportunity to now work from just about anywhere
  • America is transitioning to a knowledge-based economy rather than manufacturing 
  • Raised awareness of pollution and the impact commuting has on the environment
  • Cost of oil and greater focus on improving the management of our resources
  • Growing workforce balancing care of children with care of parents requiring more flexibility of schedules
  • Durations, such as flu seasons when working away from co-workers can help with reducing the spread of colds and illnesses
  • Globalization and a 24/7 work world that requires non-traditional response times
  • Financial savings of less office space requirements

A recent article in Fast Company cites exceptionally positive survey results from Cisco and Sun to support how successful a Telework Program can be in an IT environment.  But what about the rest of our industries and agencies?  It seems that the time has arrived to unleash workers from the formal office structure and allow them to be productive, efficient and happier working on their own. But if that’s the consensus from employees and employers piloting and implementing flexible programs, why is it that only a very small percentage of the working population is actually taking advantage of this work arrangement?  If it’s good for so many things that ail us, why aren’t we moving faster in the teleworking direction?

 

The Government Leading the Way?


Teleworking Programs may be generating steam in the IT world, and the consulting arena, but most of the private and public sectors have been having trouble transitioning to the different kind of work arrangement required for teleworking.   However, as a result of the recent passing of the Telework Enhancement Act of 2010 by Congress, Federal agencies will soon be mandated to develop and implement Teleworking Programs with clear eligibility guidelines for their employees.   The Act is awaiting the President’s signature.   Usually the public sector follows the private sector – this time it appears they are taking the lead.  So what do the public and private sectors need to do to prepare for, roll out, and sustain a successful program? 

First, we all need to acknowledge that Telework is a transformation of the way we do business, not just another employee benefit or perk.  As such, we need to acknowledge some of the challenges managers and employees have been encountering in making this shift and incorporate those concerns in our thinking as we move forward.  Among the most common concerns HR hears about shifting to a telework format are:
  • What safeguards do we need to provide and ask for to ensure our computer equipment, server access, work files, etc. are properly accessed and utilized for only official business purposes?
  • What OSHA safety issues (cords, furniture arrangements, chairs, etc.) is the employer responsible for when the employee works outside of the office?
  • How can supervisors feel comfortable that projects are moving along effectively if they can’t stop by the employee’s desk and ask how things are going?
  • How can teleworkers feel connected when they are out of sight, especially when opportunities come up for plum assignments or promotions?
  • How can we effectively brainstorm, collaborate, share lessons learned, etc. if we’re not all in the same lunch room?
  • What expectations do our customers have of where their data is being worked on?
  • What certifications, if any, do we need to collect and monitor about how and where data is disposed of?
  • How can supervisors get comfortable with performance management when they can’t ‘see’ the work being performed?
  • What work hour expectations are reasonable about how and when the employee will be ‘available’ for conference calls, responses to emails, etc.?
Naturally with a list this long, an organization needs to take a planned approach with ample time for researching, analyzing, developing, implementing and monitoring a Program that will be critical to the future of how we work.  Two major criteria for establishing a sustainable program are Awareness and Participation.  Employees need to understand why and how a Telework Program aligns with business strategies; and they need to be able to contribute a voice to the planning, implementation and support of the efforts.

STIRred not Shaken

ICF International recently shared a template for taking a systematic approach to establishing a Telework Program.  All the concerns noted above can be incorporated into these phases:

Strategies

Identify and communicate the value-add proposition your Telework Program is designed to provide.  Communicate frequently the successes of your Program.   Demonstrate how transforming the way your organization accomplishes work is allowing the organization to meet and exceed business goals.

Transform

During this time of significant change, help the organization assess the readiness of employees and the organization for working differently.  Identify and respond to concerns in a caring and meaningful way, and offer new and creative ways for communicating, brainstorming, and meeting in order to support the effective and connectedness of a teleworking workforce.

Implement

Ensure there is an infrastructure in place to support and sustain the needs of the Telework Program.  Some organizations create a strategic role of a Senior Telework Administrator to oversee and balance the needs of the employer and employees, sharing best practices, training and support, and addressing key challenges.  This position also takes the lead on creating the required policies, practices, procedures, standards, and expectations for the operational effectiveness of the Program.  During this phase, most likely the organization will start out with a ‘pilot-program’ to minimize the risks when rolled out on a grander scale.

Recalibrate

Establishing meaningful performance metrics will be an important part of the Program, however, even the most successful Program must be revisited periodically to update and reflect changes experienced across the organization.  Keeping the performance metrics up-to-date and relevant to business needs and candidate and employee expectations will help to ensure continued return on investment.

Call us to discuss more information on transforming your work culture to accept the changes necessitated by the future and don’t miss this video.
 
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