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Frequently
Asked Questions about Telecommuting
What
is the difference between telecommuting and remote work?
The difference between telecommuting and remote work is more
than “just a few more days in the office.” Telecommuters
work off site as little as one day a week up to a maximum of
three days a week. This is enough time in the Cancer Center office
to keep a strong connection to the organization. Telecommuters
also have office space, either individual or shared, at the Cancer Center.
Remote workers perform all their job tasks and
responsibilities from an off-site location, appearing at the Cancer Center
much less frequently. They have to work a lot harder to
keep a connection and they have no office space here. It is much
more common for remote workers to feel isolated. The
characteristics of a successful telecommuter are different from
those of a successful remote worker and each needs to be treated
appropriately.
Won’t
telecommuting arrangements make more work for managers?
Supervising
a telecommuting arrangement requires a management style that
emphasizes results rather than visual supervision. Some managers
are more comfortable with this style than others. Many managers
report that managing telecommuters has made them better managers
in general. And because working flexibly often enhances
telecommuters’ self-management skills, many managers report
they spend less time on day-to-day supervision and more time on
planning, analysis, and other managerial tasks that often get
ignored.
How
can telecommuters stay visible?
Telecommuters will
do better if they are already known at the Cancer Center and have
established a base level of visibility. Telecommuters should
arrange their schedules to include being at the Cancer Center for as
many regularly-scheduled meetings, trainings and other functions
as possible. They
can increase their visibility by communicating regularly with
coworkers by all available means and by participating in task
forces and important projects.
How can telecommuters avoid feeling isolated?
The issue of isolation is much greater for remote workers than
it is for telecommuters. Telecommuters are scheduled to be in
the Cancer Center office at least two days a week while remote
workers are not. Telecommuters can avoid feeling isolated by
using every appropriate communication option as effectively as
possible (i.e. phone calls, voice mail, e-mail, etc It is also
important that they keep the lines of communication open in both
directions. Telecommuters should let coworkers know that they
are working from home and expect to be called when
coworkers need information.
Is telecommuting a solution to dependent-care needs?
No. If employees who work at home have dependent care
arrangements when they are at the Cancer Center, they will also have
to have them when they are working at home. An employee won’t
be effective at either task if he or she tries to combine them.
However, telecommuters might find that they have more time with
their dependents working from home. Eliminating commute travel
may allow an employee to take children to school and/or pick
them up. Being home during the day might allow an employee to
keep an eye on an elder dependent who might need help or to keep
older children from being home alone after school.
Aren’t
telecommuters less committed than on-site workers?
Surveys
of telecommuters and their managers indicate that telecommuters
are at least as productive and committed as their on-site
colleagues – often considerably more so. To counter the
perception of being less committed because of being less
visible, many telecommuters make an extra effort to check in
regularly with managers and coworkers.
How
can a manager evaluate the performance of an employee who is
working at home?
Managers
of telecommuters have to focus more on results than activity.
This is one of the keys to success for all Flexible Work
Options. Out of sight doesn’t mean not working, and the way to
ensure work is done is by focusing on goals and timelines,
tracking progress, and evaluating output.
The
manager’s responsibility is to set clear expectations for the
work that needs to be done and hold employees accountable for
those results. If the employee does not meet expectations, the
manager should handle the situation the same as any performance
issue, whether the employee is on a traditional or flexible work
arrangement.
Can
an employee still make ad hoc arrangements with his or her
manager to work at home occasionally?
The
telecommuting guidelines are not intended to put an end to the
practice of occasionally working at home for a particular
purpose. However, if an employee wants to work at home on a
regular basis, he or she should apply using the FWA proposal form.
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