Getting your boss to say "yes" to telework

Canadians love to telework. It's a great way to 'get to work' (especially during transit strikes, bridge blockades, bad weather etc). It improves work-life balance, productivity and morale, and reduces stress and costs.

Given the organizational benefits and dozens of studies showing telework is highly valued by employees, you'd think most managers would jump at it. Think again. Millions of Canadians with 'teleworkable' jobs or parts of jobs are not permitted to telework. The Gartner Group attributes this mostly to "fear of losing supervisory control".

While more managers view telework as a legitimate and effective work option, to most it represents change. Today's managers can only absorb so much change -- even when it's for the better.

Getting to 'yes'

One of the best ways to get to 'yes' is with a well-written proposal. You can make it easy for your boss by looking at things from your boss's perspective. Address 'what's in it for the organization' and key issues, concerns or objections your boss might have.

Laurie Harley, IBM Canada's Director of Diversity and Workplace Programs (20% of IBM's staff are mobile and teleworking) suggests approaching your employer with a business-case approach outlining factors like: 'here's how I can do my job offsite'; 'here's what it will mean to my work and to my organization'; 'here's what I need from my boss'; 'here's what I can do to help'; and 'here's how I will work with the team'.

Aside from research available on this website, consider some of these issues:

1.	We don't telework here Someone once said that telework 'sneaks silently in the back door' because one or more managers had the vision, flexibility and courage to try it. While formal telework programs maximize benefits and reduce risks, informal telework can, and does, work.
2.	How will I know my employees are working? (How do you know they're working now?) Some managers still equate 'close supervision' with 'good supervision'. Despite solid evidence of increased productivity, they fear teleworkers will goof off. The fact is that well-thought-out telework arrangements based on common sense and meeting objectives stand an excellent chance of success.
3.	The right job Show how your work can be conducted offsite, and how you can work without continual face-to-face contact and access to office-based equipment and materials.
4.	The right employee Not everyone is suited to telework, so prove that you are. Good candidates tend to know their jobs and are good performers, self-motivated, well organized and self-disciplined.
5.	The right home office Demonstrate that you have a suitable home office environment. Unless your company routinely provides telework equipment (computers etc), you may stand a better chance if you already own the required equipment. Outline how you will comply with your organization's offsite remote-access standards.
6.	Start small Ask your boss to approve telework a day or two a week. Suggest a trial period to help your boss assess telework.
7.	Other successes? Find successful situations elsewhere to show that telework can work in your type of job.
8.	Contactability Show how you can be reached (phone, fax, email etc) or offer to call in at specified times). Offer to come in to the office during emergencies.
9.	Teamwork Few teams require continual face-to-face interaction. Some work can be done alone. Teams can sometimes work together without physically being together by changing their mode of interaction...for example, by fax, phone, email, net meeting etc. Team meetings can be planned for at-office days.
10.	Telework is too costly Give your boss some of the many documented examples of how telework reduces costs (increased productivity, motivation, morale, recruitment and retention capabilities, reduced accommodation costs, stress and absenteeism).
11.	Everyone will want to do it Telework is not a perk or a right, but a managerial work option. Choosing who gets to telework can be based on such factors as operational feasibility; personal and job suitability; first-come, first-serve etc. Its called 'management'!

Bob Fortier is president of InnoVisions Canada - a telework consulting firm, and president of the Canadian Telework Association. He also sits on the board of the International Telework Association and Council. Write to him at bobf@ivc.ca or visit his website at http://www.ivc.ca