A Blueprint for Telecommuting Success
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Our roads are congested, gas prices are high, and internet access is just about pervasive nationwide. Despite these realities, most jobs still operate under the 40-hour butt in an office seat model. There is a Federal law that allows for telework and the President has just issued a memo calling for more telework options. But many organizations seem reluctant.



People can work effectively from remote locations but the business model has not evolved to embrace it. Here are some suggestions for employers and employees to help make telecommuting a successful practice based on my experiences with a company that operated with all remote employees.



  • Take a risk. You can’t evaluate the telecommuting model if you don’t give it a try. Start by allowing a select number of employees to work remote one or more days a week. Have a time period for the pilot and evaluation criteria. Get feedback from everyone impacted by the pilot – employees, managers, customers, etc.



  • Don’t get caught in a rut. Standard telecommute days should not become untouchable. Customer demands, a meeting, or a conference may require a face to face meeting on a particular day. Bottom line is that people may just have to head into the office on some telecommuting days.



  • Use technology. Thanks to tools like Skype, you can chat, make calls, and even have video meetings from any location. Work from home does not need to mean work alone. Leverage technology to keep the teamwork going even when the team is not in one location.



  • Work hours are work hours, no matter the location. I once told someone that I work from home some days and she starting talking about all the things she could do if she worked from home. Well, if you work from home what you get done is work – the same as you do when you are in an office. The job is the same, no matter where you are doing the work.



  • Make it seamless. Equip your remote location with the tools needed for a successful work day. Ideally, there should be no difference between what you can accomplish in the office and what you can accomplish remotely. This means that the employer needs to provide remote access to resources and that the employee needs to set up an effective work space.



Employers who give teleworking a try will find that many of their fears of decreased productivity and reduced access to employees will not be realized. When the right expectations are set and effective tools are provided, employees can be just as productive remotely as in an office. And, breaking the traditional 40 hours in the office mold may lead to greater productivity and innovation.