Copyright National Research Bureau Oct 2002The practice of telecommuting-performing ajob, partor full-time, in the home or other location away from the- traditional office - is becoming more and more widespread across the American business landscape. When telecommuting works, it can produce more efficient office workers supervised by more effective managers.
Telecommuters generally use computers and modems to keep in close touch with their companies and supervisors. But technology is only part of the story; the real key to successful telecommuting lies in a clear understanding of both the worker's and manager's roles and expectations. After establishing a well-defined job description, the manager and the telecommuting employee need to agree on exactly what is to be accomplished - and when.
Ultimately, successful telecommuters are those who manage themselves for the manager. This is done by being proactive, by anticipating developments and by communicating effectively and consistently. Following are 10 guidelines for the telecommuter that will enhance the newlystructured relationship:
Communicate with managers and supervisors - in writing - on a regular basis to outline expected results of work in the week ahead.
Have a separate room - or part of a room - specifically dedicated to work. In establishing the work area, it helps to remember four "Ps": Privacy, Permanence, Professionalism and Productivity. The same attention that goes into planning a corporate office should also be devoted to planning a telecommuters workspace away from the office.
Schedule regular face-to-face meetings with supervisors or managers. Support of managers and co-workers is essential, as they often act as representatives for the telecommuter in the workplace and can reflect acceptance of the work arrangement.
Plan to attend regular team or group meetings at the company office. Sharing work experiences among telecommuters and staff enhances the effectiveness of the telecommuter arrangement for everyone involved.
Be as prepared as possible before attending meetings; if it's your meeting, set expectations for those you've asked to attend. Confirm who will be attending, what materials to bring and what is to be accomplished. You don't want to waste time!
Organize the workday by hatching tasks; that is, compartmentalize like activities so time is used most effectively. Tasks that can only be done in the office - e.g., copying, mailings, meetings - should be saved for inoffice time. The home office or off-site location should be used to complete tasks for which that location is best equipped, such as reading, writing or computer work.
Budget time so that neither too much nor too little is spent working each day. Some may yield too often to the temptation to do laundry, while others may overwork themselves to "compensate" for their telecommuter status and prove to co-workers they aren't slacking off. Both situations can be avoided with effective time management techniques.
Establish "checkpoints" - such as regular face-toface meetings, written updates via e-mail - to ensure the, work process continues to meet the needs of both the company and the telecommuter.
Learn methods for stress management and practice the ones that work best for you. Telecommuting sometimes produces pressure or frustrations which can spill over onto members of telecommuters' households. Developing techniques for coping with stress will contribute to the overall success of the work arrangement, benefiting everyone including telecommuters, their families and their companies.
Make time to periodically "reconnect" with in-office co-workers. Successful telecommuting largely depends on avoiding a sense of isolation and maintaining the feeling of being part of a team.
Managers, for the most part, should take steps to ensure all employees recognize the "legitimacy" of the tele-commuting policy. A companywide orientation can help everyone understand telecommuting is one of many ways of working, not just a "perk."
In larger organizations, company-sponsored support groups for telecommuters - especially one in which corporate management participates - may be useful. They can facilitate an exchange of ideas for more efficient work methods, as well as help managers discover the best ways for telecommuting and in-office personnel to balance their responsibilities. TAS
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