How to Manage Telework Employees

Managing telework employees requires a fresh approach.

Telework--or remote working or telecommuting--may be as informal as occasionally working away from the office to complete a task needing intense concentration. However, large organizations introducing telework on a planned basis adopt a formal approach that may involve a feasibility study, a pilot project and monitoring and evaluation of the pilot. The management of employees who telework requires a different approach than for managing workers who are physically in the same building.

Instructions

1. Select the right employees to telework. Qualities to look for include self-motivation, self-discipline, good organizational and time management skills, initiative, good communication, ability to cope with lack of social contact, computer literacy, good decision-making skills and effective problem solving. Analyzing whether a job is appropriate for teleworking involves looking at what function the job serves. Consider whether work is performed over the phone, in person or via computer, and the amount of time the employee needs to spend in direct contact with colleagues.

2. Provide good training. In "Telework: Towards the Elusive Office," author Ursula Huws and colleagues emphasize the importance of training, not only for telework employees but also for their managers and future co-workers. Alan Denbigh, in "The Teleworking Handbook," suggests training for the management of virtual teams. Telework employees need training not only in their own specialization, but also in IT skills.

3. Check that equipment and premises are adequate and meet health and safety requirements. Home-based employees need enough working space as well as space to store work and equipment. The home should be secure against fire and theft.

4. Establish criteria for monitoring employees. Huws maintains that "successful remote management requires a major change in both in style and attitude on the part of most managers." It can involve a shift to management by results. Look at what employees produce rather than the number of hours spent at a desk.

5. Maintain regular communication with telework employees, bearing in mind that isolation is a potential drawback of telework. Select the most appropriate means of communication: the telephone for urgent communication; email for detailed material or routine messages; and face-to-face meetings, telephone or videoconferencing technology for occasions requiring interaction. Arrange social events for telework employees to meet each other and colleagues working in-house. Remote management needs formal communication. Clearly set out what you expect employees to achieve and keep records of instructions given and decisions made.

References

• "Telework: Towards the Elusive Office"; Ursula Huws, Werner B. Korte, and Simon Robinson; 1990
• "The Teleworking Handbook"; Alan Denbigh; 2003

Resources

• Viack: Implementing & Managing a Telework Program
• "Teleworking Explained"; Mike Gray, Noel Hodson, and Gil Gordon; 1993