Telecommuting: Making it Work

Gas prices are high and the technologies that allow us to communicate and collaborate with coworkers while offsite have never been better — or more affordable. And with a proven track record of producing higher employee morale and job satisfaction, your business may be considering allowing some workers to telecommute. But do you know how to select which employees, how often and under what guidelines?

Benefits of telecommuting

The "pros" of telecommuting (also called telework) are many — for both the employee and the employer. The employer will be happy that telecommuting:

• Helps attract and retain quality workers
• Saves money on office space — AT&T saved $25 million in 2002 alone by allowing some employees to telecommute
• Decreases employee sick days — because employees who are at home anyway will often work while ill
• Decreases the need for "personal time," because employees can plan their schedule around their children's school plays and doctor visits and make up the time during non-business hours
• Increases the time that employees work — with no travel time, telecommuting employees often work past quitting time

For employees, telecommuting offers:

• Cost savings on gas, food, clothing, tolls and other commuting expenses
• Lower stress and higher job satisfaction
• Work schedules that fit their lives
• Higher productivity without taking away from personal time because time that would be spent commuting becomes productive work time

Telework drawbacks

Even with all its benefits, telecommuting is not for all employees. Some, such as receptionists, IT staff and executive assistants, simply have jobs that can't be done offsite. Other employees may not be suited for telework because they are easily distracted, insufficiently self-disciplined or simply need the social interaction they get from the workplace.

For employers, the "cons" of telecommuting include the initial investment in equipment, security issues and the uncertainty of how to determine employees' productivity or hold them accountable for their work. But using the following guidelines can make the process safer and more successful for everyone involved.

Setting a telecommuting policy

A clear policy that defines both the employer's and the employee's roles in the telecommuting relationship is crucial. Telecommuting can be especially successful when the employer takes the time to spell out clear program guidelines.

Create a Telecommuting Request Form that covers:

• Which hours and days the employee will spend offsite
• Why the position would lend itself to telework (e.g., the individual works independently on assignments such as report writing, research, data entry or Web site maintenance)
• Why the employee would be a good candidate for telework (responsible, trustworthy, able to meet deadlines)
• A description of the employee's home office (suitable for work, away from distractions)

Create a Telecommuting Agreement that includes:

• The employee's work schedule, including set days to work in-office and attend group meetings
• Violations and consequences
• Items that the company will provide and an acknowledgment that the employee will return those items upon termination or resignation
• An acknowledgment that employee will be responsible for any tax-related or legal issues arising from the use of the home as a place of business

Employees who have a history of disciplinary problems likely won't make good telecommuters. To give these employees a chance at telecommuting, you may wish to stipulate that any employee who wishes to be eligible for telework should maintain a clean disciplinary record for a certain amount of time.

Corporate Express is a single-source international partner that provides a variety of products and services to assist businesses. To learn more about CE's products and services, contact us at 1.888.238.6983 or visit www.corporateexpress.com.

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