Suitability for telework

Rarely do teleworking organizations offer telework to everyone who asks. That's not only because of operational, financial, human and practical considerations, but also because not everyone is suited to telework. So where and how do you draw the line? Knowing where to draw these lines, that is, deciding the scope your program, can be tricky. If you don't do it right, your selection process can do more harm than good.

That's why this month's installment of the Telework America series is looking at determining the scope of telework programs. We will examine issues such as whether to offer telework to everyone, how to select the right people, and how to manage the selection process fairly and transparently. We will also look at whether or not to start with a pilot program. For some of these issues, we have used the Bank of Canada as an example.

ORGANIZATIONAL COMPONENTS AND TELEWORK

Unless you are prepared to let everyone telework, you will need to decide early on in the design of your telework program, which parts of your organization are best suited to telework and how to select teleworkers. If you don't arrive at some reasonable selection methodology, you risk all kinds of problems, from operational discord to resentment and even union challenges.

While it's not a good idea to slice it by gender, race or creed, there are many ways to divvy up the pie. For example, you can decide along unionized versus non-unionized employees, or by groupings of knowledge workers. You can decide by organizational, business or geographical lines (for example, those working on the selenium rectifier program, in the finance group, or in the west-coast branch). Alternatively, you can slice it by job category, by employee performance ratings, or by 'need' (for example, those who 'need' to telework to accommodate illness, disability, work/life balance issues, or with travel difficulties). If your telework program starts with a pilot, it may de facto eliminate certain workers or portions of your organization.

So what is the best way to slice it? Unfortunately, there's no easy answer. There are just too many types of work, organizational structures, job types and cultures etc. My advice is to find a way that is equitable, transparent and fair, and if you are unionized, work with your unions. They may provide some valuable suggestions. To retain flexibility in your approval criteria, you are better off basing your decision on general overriding principles rather than hard and fast rules such as "managers can't telework", or, "no full-time telework".

To illustrate, the telework program in one West Coast organization disallowed full-time telework. When the wife of one of their star programmers (whose job was fully teleworkable) transferred to another city, he decided to relocate with his wife and asked his company for permission to telework from the new location. Because this implied teleworking five days a week, his organization refused -- surprising inflexibility given the shortage of high tech workers. Our star quit on the spot and found another job in the new city almost immediately.

JOBS / FUNCTIONS GENERALLY COMPATIBLE WITH TELEWORK

The growth of telework is directly proportional to the growth of information technology. There appears little doubt that continuous improvements in information technology will increase the numbers of 'teleworkable' jobs or parts of jobs.

However, certain jobs will always lend themselves more easily to telework than others. At first glance, certain jobs in sales, consulting, writing, and research can appear as safe bets for telework, while others that require constant unscheduled meetings are not. However, it's a mistake to go solely by job title. If you do, you'll likely qualify many workers whose jobs are not teleworkable. You will almost certainly eliminate some jobs or parts of jobs that are perfect for telework.

One large organization that employs dockworkers provides a perfect example. In designing its telework program, the organization briefly considered selecting teleworkers by job title, which most certainly would have disqualified the dockworkers from telework. Luckily that the organization found a better way to select teleworkers because, as it turns out, some of the dockworkers actually telework from time to time. How? Well, for example, at performance appraisal time, some of the supervisors (also dockworkers) want to telework in the quiet and privacy of their homes. Some injured dockworkers can now do a bit of paperwork at home while waiting for their injuries to heal, etc.

The very best job-selection approaches drill down beyond titles and first appearances and judge each case individually, based on the tasks themselves. They look at whether the job, or parts of it, can be performed remotely, even if it is for only part of the time. An overriding consideration in approving requests for telework should be plain common sense and the degree to which constant onsite physical presence is required. In an organizational setting, this usually translates to 'operational feasibility".

Some organizations automatically prohibit or discourage managers from teleworking. However, an increasing number of highly successful managers are teleworkers themselves. In fact, many of us in the telework profession know a CEO or two that telework a good part of the time.

THE RIGHT STUFF: TELEWORKERS, JOBS AND MANAGERS

For telework to function effectively, all participants need to be able to identify characteristics that make up the right job, the right employee and the right boss etc. Where applicable, this is another area where your unions can help.

The Right Jobs One of the prime considerations is the suitability of individual jobs for telework. Telework simply won't work if the job, or parts of it, cannot feasibly be carried out remotely. The following can help you assess whether a particular job is feasible for telework:

Degree to which the work can be sent to and from the employee�s home with ease, speed and confidentiality;
How much face-to-face contact is required with managers, colleagues, or clients, etc;
How important it is to access equipment, materials, files etc. that are situated only at the workplace;
Compliance of the telework situation with security requirements; and,
Whether and how much the job requires Internet and remote access capability.

The Right Teleworkers Assuming the job is teleworkable, the next ingredient you need is the right teleworker, one who is personally suited for telework. Because not everyone is suited to telework, you need to recognize some of the qualities that make a good teleworker. This checklist should help you determine who is and who is not suited to telework:

Successful teleworkers tend to be independent, and do not need constant supervision or feedback;
They don't have a high need for continual social interaction or for be with �the gang� at the office;
They tend to be proven performers in their jobs (poor performers are poor risks);
The are apt to be self-motivated, well-organized and disciplined in their approach to work;
They share mutual trust with their managers;
Except for occasional or emergency situations, they don't mix telework with child-care or elder-care responsibilities;
They have a good understanding of their own job requirements.

Can brand-new employees telework? While not standard practice, more organizations permit brand-new employees to telework from day one. Some of these are recruited to work from other cities or even other countries.

However, teleworkers generally work more effectively and stand a better chance of success with telework if they are already familiar with their work, their organizational culture and with their colleagues. If co-workers are unfamiliar with the teleworker, they may be less likely to assist them. In addition, teleworkers may hesitate to contact people that they don't know.

The right home office The right teleworker needs a suitable home office. It makes little sense to telework if the employee's home workplace is inappropriate. Telework may not be a great idea if your spouse is a rock and roll musician whose band practices in your home all day. Employees should ensure that their home offices are well equipped with the right work tools, and that they are safe, quiet and ergonomically sound.

The Right Boss The wrong boss can set be a real detriment to even the best teleworker. For example, command-and-control, military-style managers are less likely to manage teleworkers effectively, let alone approve telework situations in the first place. Ironically, good telework managers are likely to be good managers in any situation, whereas poor management styles are harder to conceal in a telework environment.

One way to help ensure your managers have the right stuff to become tele-managers is to assess their qualities, much in the same way you would screen for a good teleworker. Good tele-managers are usually skilled at supervision and communication and tend to trust the integrity and professionalism of their employees. They generally manage by objectives, agreed performance standards and deadlines, and not by crisis, panic or reaction. They also tend to evaluate performance by results rather than by the clock or 'face time'. Furthermore, they tend to be highly supportive of their teleworker IT requirements. Their approach is generally flexible and understanding of employee needs to balance work with personal life.

The right company Some organizations are simply not ready for telework. Some may be overly busy getting the job done to explore telework and its productivity increasing capabilities. The expression "too busy fighting alligators to think about draining the swamp" comes to mind. Others have management teams made up of graduates from Jurassic U. You know � they�re the ones from whom telework myths originate, and whose typical excuses for denying telework include:

If we let you do it, we�ll have to let everyone do it;
Telework is too new and we are not ready for it;
I need my staff here where I can see them (confusing �close supervision� with �good supervision�);
Telework can't work here - it would break up the team; or,
Teleworkers will goof off and not be as productive.

So how can you tell if an organization is ready for telework? The best bets for telework include organizations that are competitive, practical and open to new ways of carrying out business. They likely rely on computers for much of their work, and are keen to capitalize on the technological revolution. They have a tendency to value flexibility and can see a link between telework and morale; as well as between productivity and attracting or retaining top talent. Chances are that a good percentage of their workers do not always need to be on site, and many of their jobs are 'teleworkable'. Finally, they are more willing to support teleworkers with training and orientation by providing them with the right equipment and supplies to get the job done.

ASSESSING THE CANDIDATES

While telework can be a terrific option, not everyone is suited for telework. Some people just don't have what it takes, or find it too hard to adjust to the requirements of telework. Choosing the perfect teleworker is not always easy. That's one reason why many organizations appoint a telework coordinator to handle the approval process. But whether or not you appoint a coordinator, the decision to approve individual requests should be based upon good management and common sense. However, that's not enough.

Design and communicate approval guidelines Unless you plan to allow anyone who asks to telework, you should avoid raising people's expectations by making it clear that not everyone will be able to participate. You should also relate participation to pre-established and well-communicated parameters and approval guidelines. Among other factors, these guidelines should relate to some of the issues we covered earlier such as the right employee, the right job and the right boss, etc. But here are some other factors:

Percentage of the employee's work that can be performed from remote locations;
The organization's capability to support and absorb change;
The right mix of participants and job responsibilities;
How many employees that you can afford to have off-site at any one time.
Extent to which the job requires face-to-face contact with other employees or access to resources located in the regular office;
The organization's security requirements;
Availability, suitability and affordability of IT resources and support;
The number of days the employee wishes to telework;
Extent to which the candidate wishes to combining telework with childcare or eldercare;
How far away the employee lives, which can be a factor if the organization frequently calls emergency meetings; and,
Suitability of the employee�s home office.

Inviting and assessing applications. The next step is to invite candidates to indicate their interest in telework, preferably in writing. You can invite everyone to apply if you wish. The Bank of Canada did just that. Brian Auger, the Bank's Telework Coordinator says: "In our Pilot Project we invited anyone to apply "a level playing field model" with the key prerequisite being the staff member and supervisor coming to an agreement."

But, what do you do if everyone wants to telework, but you can't accommodate them all? Do you choose first come, first serve or approve according to operational need? Do you go by the job, or by the degree to which applicants are self-starters, etc.?

A self-assessment questionnaire can greatly simplify the process. This tool is a practical and palatable way to gather information necessary for management decision-making. It can also help candidates to compare themselves against the organization's ideal and generic telework traits, as well as organizational and operational requirements. In completing a self-assessment questionnaire, most candidates will automatically gain a good idea of their suitability and their chances of success. Self-assessment questionnaires also show employees that their organization trusts their judgment.

The Bank of Canada successfully employed self-assessment questionnaires in implementing its telework program. "This device really helped staff seriously examine their own real interest in, and preparedness for telework is better than having someone else tell them." says Brian Auger. He adds: "The self-assessment questionnaire produced, as a beneficial byproduct for those who scored themselves low, a checklist of what areas needed to be dealt with in order to become a candidate for successful telework."

Managers should look at each candidate in relation to the generic characteristics of successful teleworkers. As soon as possible after you have decided, tell the applicants individually whether they have been accepted.

Teleworking gone bad. Sometimes telework ceases to make sense in a particular environment. For example, perhaps a major new project requires intense on-site participation. Or possibly, there is a decline in the quality of quantity of an employee's work. Or it could be because the telework arrangement had a negative impact on others in the work unit.

If the derailment is due to a performance problem, treat it as you would any performance issue. It's important to take immediate action to re-rail the situation. In some cases, this could even include canceling the telework arrangement. It is important to immediately communicate this in a candid, but fair manner, and relate it to the performance requirements of the job, operational requirements as well as to the parameters of your telework program. Wherever possible, you should give the teleworker an opportunity to correct the problem, while advising that the arrangement will be terminated if there is no improvement or change.

If the problem is due to an operational problem, try to work out a pragmatic and operationally feasible solution, but if you cannot find one, then telework may no longer be suitable for that employee or work situation.

In any case, your program should clearly spell out that telework can be terminated for operational or performance problems. Brian Auger says: "At the Bank of Canada, each telework agreement has an escape clause whereby either side can terminate the agreement with suitable notice. Fortunately, that's never actually happened. In the few cases where the telework arrangement ended, it was by mutual agreement."

SHOULD YOU ALWAYS START WITH A PILOT PROGRAM?

Whether or not you start with a pilot or a full company-wide program depends on many factors. Some of these include the organization's size and business lines, its strategic goals, its management team and culture, the way in which you implement telework and the resources you can devote to startup etc.

Pilots have their place. Risk-averse organizations find pilots an attractive and prudent way to experiment with telework as a concept. Pilots can also be a good option for organizations whose managers come from Jurassic U. in which the work environments are repressive and mistrusting. Like a controlled experiment, a pilot can identify what does and does not work for that particular organization before a larger scale implementation. By giving an organization a strong sense of the appropriateness of telework and the likelihood of success, a pilot can allow an organization to make any necessary changes before full-scale rollout.

If you decide to go with a pilot, try to include a varied cross-section of jobs, people and business units. It's also a good idea to look at the impact of telework on non-teleworking colleagues.

Duration of pilot programs. There is no magic duration for a telework pilot. However, most of them typically last anywhere from six months to a year or more. The Canadian Federal Government's pilot lasted three years.

Is telework being 'piloted to death'? A few years ago, telework was not the proven win-win, minimal cost situation that it is today. Pilots were the recommended approach for organizations starting out with telework. But telework has been around for some time, and formal evaluations of telework programs in hundreds of large organizations, including governments, banks and Fortune 1000s, have proven that telework is no longer a brand-new, experimental and risky concept.

With all of this experience, a well-designed telework program can be a win-win proposition right from the get-go and a pilot may not be required in all cases. There are many advantages to jumping right in. First, proceeding without a pilot can send some positive messages that a pilot might not. For example, a pilot can support the notion that telework is unproven and might not proceed to full roll out. Because a pilot is usually available only to some employees, it may worsen morale among those considered ineligible. Pilots also take more time and are often more costly.

If your strategic objective is to reap benefits of telework as soon as possible, then a pilot will just delay the process. It's often more effective to spend a bit more time designing a good program and rolling it out to the entire organization. If done right, you will not only save time and money, while retaining flexibility, managerial control and risk management.

Occasional, short-term telework. While a sizeable amount of telework takes place under formal organizational telework programs, most telework takes place informally, the result of telework under unofficial arrangements between supervisors and the teleworkers. This reflects the reality that most organizations do not have formal telework programs. But while telework can, and does, usually work in most such informal settings, it is nearly impossible to achieve the same level of maximized benefits and minimized risks that formal programs do.

Informal telework often eases into organizations. In other cases, it arises from quick decisions to deal with ad hoc situations. For example, telework can apply in short-term situations such as:

Recovery-from-illness where telework (possibly combined with part-time work) can accommodate employee-employer needs;
Short-term care giving for a child, spouse or relative;
As an accommodation during pregnancy; and,
During commuting or business disruptions due to emergencies such as floods, fire, storms, strikes, earthquakes or even pandemics.

Conclusion I hope you have found this look at the scope of telework programs to be valuable exercise. We have examined many issues including whether to offer telework to everyone, how to select the right people, how to manage the selection process fairly and transparently, and the pros and cons of starting with a pilot. You should have gained a better idea of why you need to 'draw the lines', and how and where to draw them to prepare you for telework and maximize effectiveness and flexibility.

Bob Fortier
President, Canadian Telework Association
President, InnoVisions Canada