The Telework Policy: A Roadmap To Success



The Telework Policy: A Roadmap To Success

A successful plan outline is no different from any other project: the development of goals, a plan, a budget, task assignments, management support, and a roadmap for implementation. In this case, the roadmap is your telework policy. This policy with accompanying procedures establishes the rules of engagement, reduces the number of decision points for participants and if done properly, assures long-term telework success. Below are 10 proven steps to implementing an effective telework program:

• A letter to employees from the executive champion-An executive cover letter can be thought of as the introduction of the program to the organization. It is an excellent vehicle to dispel myths, to explain how the decision was made, who will initially be involved, the significance of the program to the future of the organization, the qualification criteria, return on investment goals, and how telework employees will be viewed.

• A policy overview providing answers to common questions- Throughout the program development process, rumors of telework will no doubt be circulating. A well-written policy overview can define the program, answer obvious questions, neutralize any misinformation, describe how telework will affect employees, and create a clear image of how telework will work.

• Primary governing policy guidelines and statements-These are the telework “rules of engagement” under which all participants must operate. The detail of the policy is converted into procedures for such activities as daily reporting, tracking equipment and supplies, dependent care, how to contact technical support, insurance, overtime, maintaining a safe and productive home office, who pays for expenses, and many other details.

• Participant selection criteria-Telework is not for everyone. There are a variety of reasons why an individual would not be successful in a telework environment. A fair, effective teleworker selection process can eliminate false exceptions, misunderstandings and the potential for discrimination claims.

• A Teleworker Agreement with remote work tips, guidelines and exceptions-Much like traffic laws, a well-written policy and set of procedures establish the rules of engagement, assuring consistency as telework issues arise and decisions are made. The Teleworker Agreement, which outlines the conditions under which teleworking will occur, can be looked upon as a “driver’s license” for operating on the telework information superhighway.

• Telemanager tips, guidelines and expectations-In the early ‘90’s, the biggest barrier to expanding the Federal Flexiplace Telework Program (according to interviews with employees, managers and union representatives) was “management resistance.” Successful programs equip managers with remote management tips, operating guidelines and clear telework expectations for managing people from a distance.

• Training courses with minimums, guidelines, and expectations-Alice Bredin, author of Training and Maintaining the Successful Teleworker, states that teleworkers who receive training outperform their untrained counterparts. Teleworkers, telemanagers and co-workers all must receive thorough orientation and instruction to be properly prepared for the remote work experience.

• Guidelines for equipment ownership, services and support-One of the most potentially controversial questions you will hear is, “Who’s going to pay for the equipment in my home office?” Your remote technology budget must be developed and justified through business case analysis. No matter who pays for the equipment, it must be maintained and supported to ensure consistent, productive telework.

• A dispute appeals process-How would you respond to an employee who meets the selection criteria, but whose manager still refused to allow him or her to telework? What would you do if a teleworking employee filed a worker’s compensation claim arising from an injury that likely occurred in the home office, but the claim was rejected by the corporate compensation litigator? There are a variety of ways to handle disputes, but the key is to establish a fair and equitable system on the day of the first telework activity.

• Metrics for measuring program and teleworker performance-How will you gauge your telework program’s success? The answer will come from the planning process and the metrics you install from the beginning of your program.

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