Software

An important consideration in setting up your telecommuting system involves the software applications you will use to accomplish work. Most companies choose widely known and recognized products that are easy to learn and intuitive to use. Microsoft’s Office Professional and IBM’s Lotus Notes suite are two popular choices among larger enterprises.

Many organizations have embraced the concept of groupware. Groupware refers to any software that interconnects to support team collaboration and information sharing. It usually has email, file sharing, remote access and group calendaring functions. It also allows synchronization of file versioning, messaging, and scheduling between two devices, such as between a desktop PC and a PDA or smartphone. Among some of the players in the groupware market are WebEx WebOffice, Lotus Notes and Microsft SharePoint.

Software licensing for programs installed on a teleworker’s home computer is an issue that needs to be addressed. Companies cannot just give the employee the software to take home and install. There must be a separate license for each machine. Some companies have site licenses that will cover remote computing, but it pays to verify the terms with each software manufacturer. Popular programs like Microsoft Office are likely to be owned by the employee, so this is not so much an issue. In other cases, the company is likely to let the employee go out and purchase the software on their own, and then expense the item for reimbursement.

Hardware

What hardware to use, who owns it and issues of maintenance are central issues to any telecommuting program. Smaller companies tend to just let telecommuters use their own PCs and perhaps provide some guidance as to what level of processor, hard drive space, and memory required to have an acceptable experience and accomplish work objectives. Larger companies may provide all the equipment the employee needs. It all depends upon the arrangement and the amount of budget the telework program has.

What is important is that the hardware to be used remotely be compatible with the organization’s infrastructure and requirements. If the teleworker want to use an Apple Mac, for instance, and the company is not set up to deal with Apple’s networking protocols, there are bound to be problems.

Security

Working on the road or from home brings with it additional security risks from a company data manager’s perspective. If you work with highly confidential information, you will need to take additional security precautions.

Passwords

At the very least, your remote system should be protected with a logon password. Some hardware systems require an encryption password be supplied before the system will even boot. Make it a practice never to share the business computer with family members.

Virus and Spyware Threats

Viruses are still very prevalent on today’s business computers, even though excellent, easy-to-use, hands-off antivirus products abound. Make the commitment to purchase a reputable product, install and configure it so that antivirus signature updates install automatically, and schedule scans to take place on a very frequent basis, preferably daily. The same goes for spyware, which is an entirely different threat.

Backing Up Your Data

The next best practice in the security area is to back up your data. Saving the data to another disk or tape on site is good, but getting your backup data off-site is even better. If you are not able to remotely access your organization’s server and store files there, there are a number of data backup services you can subscribe to that will remotely grab the folders you specify on your computer, encrypt the files, and copy them to secure servers at another location, often thousands of miles away. The key here is to get the data off-site so that if the area in which your computer is located suffers a fire, flood, or theft, you will still be able to download and access your data from another computer.

Power Interruption

Another security area often entirely overlooked is power interruption. If the power suddenly goes out while you’re working on your computer, the data you are working on will be lost and the possibility exists that your application program could become corrupted and not function properly as well.

The way to prevent this is with a device called an uninterruptable power supply or simply UPS. Plugging your computer into a surge protector may protect the hardware from being damaged from say, in an electrical storm, but it will not protect you from loss of data if the power goes out. The UPS has a built-in battery system that allows you to save files, close applications and gracefully power down the computer if electricity goes out.

Other Security Tips for the Home or Mobile Office

• Secure your home against break-ins. Also make sure your homeowner’s insurance is broad enough to cover business losses. Many policies require separate endorsements.
• Shread company documents before throwing them in the trash. Crosscut shreaders are best because thieves cannot piece the documents back together.
• Power down your PC when you will be away for more than a few hours, especially if you have an always on connection to the Internet.
• Encrypt sensitive files sent via email or fax documents instead. Programs such as WinZip will both compress and encrypt files you send as email attachments.
• When on the road, don’t leave your laptop unattended, even in a hotel room. Arrange to secure it in the hotel safe when you go out.
• Never transmit wireless data from an unsecure location, such as an airport terminal or coffee shop.

Networks

Telecommunications networks are the freeways of telework. Concrete and rubber are being replaced by wires and electrons. The emergence of increasingly sophisticated telecommunications networks, and more importantly, the implementation of uniform networking protocols and standards, have paved the way for telecommuting to explode in the years ahead.

The old Local Area Networks (LANs) and Wide Area Networks (WANs) are now giving way to VPNs (Virtual Private Networks) and company intranets. A company web site can set aside some space to host web pages that are accessible only to employees. This intranet can contain a document repository, shared calendar, proprietary company information or a knowledgebase on a wide variety of topics. This is sometimes referred to as a portal.

A Virtual Private Network utilizes specialized network equipment and the Internet to enable highly secure communications into and out of a company’s network. Special software on the network router encrypts messaging between two points and enables remote employees to connect with their office and access any network resource, secured or unsecured, just as if they were there. The use of passwords and encryption codes enhance the security between the two points.

Mobile Office Considerations

The teleworker has a myriad of choices when it comes to mobile office technology, ranging from a handheld device, like a smartphone, to a mobile workstation in their vehicle, complete with copier, printer, and fax machine! Many larger companies (and individuals too) have embraced RIM’s Blackberry phone as their device of choice to receive phone calls, email and to access the web. On-the-road salesmen or estimators with a need to print proposals or quotes often use small Canon Pixma mobile printers attached to laptop computers.

Most of the major cell providers now have wireless modems that can be connected to laptops to provide access to the Internet from literally anywhere — and not just where wi-fi is available. If you can connect to the Internet, you are then able to connect to your organization’s VPN and any of the firm’s network resources that you may need.

Support Issues

With any technology comes the implied need for support. All the topics mentioned on this page come with their own set of particulars as to how things have to be done, and whenever things fall outside of that norm, there are bound to be problems. Many companies organize a help desk group to assist telecommuters with issues that they encounter. Some just point employees to the same internal organizations that handle those type of problems on-site. Whatever the method, the need for ongoing remote technology support cannot be overemphasized.

Myth vs. Reality

Managers who have never managed remote employees have the preconceived notion that employees they can’t see won’t get the job done because they will goof off if not watched over carefully. In reality, most employees inherently want to do a good job and thrive in an environment where they can demonstrate accomplishment.

Another concern managers have is that they feel at a loss at how to manage activities they cannot see in process. Most managers learned their skills in an environment where they provided ongoing feedback over observations made while employees conducted their daily work. In the paradigm of the remote worker, the thing that needs to be managed is the result delivered based on some objective. Managers who have never had to manage this process view it as being more difficult, and therefore resist it. In reality, all that is required is a shift in focus from managing activities to managing results. This requires effective communication skills, but most of all the other manager traits still apply.

Traits of Effective Telecommuter Managers

The traits of an effective telecommuter manager are basically the same as for any effective manager, except for perhaps an emphasis on the need for excellence in the areas of communications, goal-setting and constructive feedback. Inspiring a remote workforce to produce also requires good leadership and planning skills. Among other qualities attributed to a successful telework manager are:

• Ability to manage outcomes, rather than just activities
• A clear understanding of the requirements of the telecommuting position and the ability to evaluate the output produced by the position incumbent
• Ability to clearly articulate to the incumbent the expectations that must be attained and clear guidelines on how to reach them

Setting Goals and Objectives

Unlike on-site management of employees, telecommuter performance is measured by attainment of pre-established goals and objectives. Employee assignments are designed to focus on a deliverable, and the quality of that deliverable is best measured by how well it meets customer expectation.

The process of setting objectives actually should begin when the job is analyzed to determine whether or not it is telecommutable. From the task analysis, the job can be categorized into different areas, each with deliverables that can be measured by some criteria. A standard of work is mutually agreed upon and then objectives are written up and measures precisely defined so that there is no question of what the expectation is. Standards generally can be categorized by four measures:

• Quality - This needs to be defined by established criteria.
• Quantity - In certain positions, production is used to determine goal attainment.
• Time - Depending on deadlines or perhaps turnaround, these could be established as hourly, daily, weekly, monthly, etc.
• Cost efficiency - Some positions have specific or general responsibility for meeting budgets or reducing costs.

Goals, it is said, are just wishes until they are written down. Well-defined goals permit both the telecommuter and manager to have a clear understanding of expectations. In determining the goals of the telework position, use the S.M.A.R.T acronym. Goals need to be:

• Specific - A goal has a greater chance of being accomplished if it is stated clearly and specifically. For example, “Increase sales by 20% in calendar year 2008.”

• Measurable - Find a way to measure progress using hard numbers. Set target dates. For example, produce monthly or quarterly reports using Quicken or QuickBooks.

• Achievable - By breaking goals down into reachable chunks or benchmarks, you increase the attainability of the goal and make it seem less overwhelming.

• Realistic - To be realistic, a goal must represent an objective toward which you both are willing and able to work, and you believe can be accomplished.

• Time-specific - By setting a timeframe, you create a sense of urgency, which is important in motivating the employee to accomplish the goal.

Establishing goals and objectives should be a joint responsibility of the manager and the telecommuter. This means that the manager must have a good understanding of the demands of the telecommuter’s job and also have sensitivity to their abilities and limitations.

Providing Feedback

Due to the nature of the relationship between remote workers and their manager, it is especially important to provide feedback on an ongoing basis, and not just limit it to an annual or quarterly event. The timeliness of feedback may be contingent on reported results from a computer system, but whenever possible, the manager seek out opportunities to let the worker know how he or she is doing. Evaluation should be directly tied to the goals and standards already established. In addition, the manager should encourage staff members to provide feedback to them as well.

Communication

This might be the area that makes or breaks the telecommuting program. It is of the utmost importance in the telecommuter-manager relationship. Putting an effective communication process in place is one of the first steps that the manager should take and it should be flexible enough to accommodate the needs of each telecommuter. A variety of methods can be used to accomplish communication — phone, fax, email, in-office visits, teleconferencing, cell phone — but whatever method is chosen, it needs to effective for both parties.

Suggestions for effective communication:

• Use collaborative communication tools like GoToMeeting or Microsoft NetMeeting.
• Encourage the use of telephone headsets to minimize noise distractions.
• Promote the use of a team groupware space where team members can post messages.
• Utilize voice or video conferencing tools.
• Observe proper etiquette when holding team meetings. Be on time and be prepared and aware of agenda items.
• Actively participate in all discussions.
• Keep background noise to a minimum.
• Do not try to multi-task when communicating with team members. Stay focused on the task at hand.
• Use active listening skills and ask speakers to rephrase something if you are not clear as to what you heard.
• Try to establish a regular meeting time.
• Rotate meeting facilitation duties to give everyone an opportunity to practice the skill and share the workload.

Maintaining Involvement

One very real concern that telecommuting employees often have is that being remote will lessen their visibility to the rest of the organization, especially upper management, and they will lose out on opportunities to advance or become involved with career-enhancing projects. “Out of sight means out of mind” in their perceived thought process.

There are a multitude of things that managers can do to alleviate these concerns.

• First of all, it’s essential that the manager is an effective communicator, which also means that they are a good listener. They should be sincere in really hearing the employee’s concerns and give serious consideration to their ideas and suggestions.
• Being available is important to the telecommuter whenever they experience a problem. A protocol should be set up for when the manager can be reached by phone, email or in person and a designated back-up person appointed for emergency situations when the manager cannot be reached.
• Telecommuters have a heightened need to feel included in everyday department activities. Managers need to make sure that information is shared on a regular basis. Setting up a company intranet where announcements, a shared calendar, and company resources are located can be an effective way to accomplish this.
• Mangers should provide recognition of the remote worker’s accomplishments for a job well done and make sure the kudos is communicated to on-site staff.
• Projects that provide opportunities for professional growth should be given to telecommuting staff on a regular basis.
• On-site visits by telecommuting staff should be scheduled on a regular basis to provide face time with on-site staff and help maintain a sense of teamwork.
• Celebrate successes together. At the end of a project or a significant milestone, managers should make sure that remote workers are included in any events that are scheduled to celebrate the accomplishment.

Motivating Telecommuters

One of the challenges that telecommuters face is staying motivated when they don’t have the daily person-to-person interaction that on-site staff experience. It’s harder for them to focus on their immediate objectives when the constant reenforcement of meetings, lunchtime conversation and hallway dialogs is not there. Managers need to aware of this and provide opportunities for teleworkers to attain their goals.

Many of the points summarized above concerning maintaining involvement also go a long way toward keeping the remote worker’s motivation up, but here are some additional points to consider that will help telecommuters to stay on task and excel:

• Provide training opportunities. Courses, seminars, conferences and trade shows may all provide some break from the routine and an opportunity for skill enhancement.
• Team building sessions. Getting together with the rest of the team to brainstorm ideas or to promote friendly competition with a contest may provide incentives for some types of jobs.
• By the employer covering the expenses of employees to join and participate in professional organizations that are job-related, they demonstrate they are interested in the teleworker’s personal development.

What to do if it’s not Working Out

For a myriad of reasons, telecommuting may not be working out for the employee, and a decision has to be made on how to best change the arrangement. Management needs to recognize early on the potential signs that the employee may not be suitable for telecommuting and take action as soon as possible. The initial objective in any corrective action to be taken should always be to maintain a productive and effective employee — not to terminate the telecommuting arrangement.

The important point to take away here is that managers should never wait to see if the problem will resolve itself. Unresolved issues can have a negative impact in a number of ways, including a monetary cost to the organization, morale problems, and lack of productivity. It is always best to address any issues that surface immediately with feedback that is predictable, impersonal, and consistently applied, no matter which member of the team it applies to.

Another point to consider is that the method the manager uses to communicate feedback should be appropriate to the situation. While minor issues (failure to meet a reporting deadline, for instance) can be responded to via email, more serious issues (such as a customer complaint that they can never reach the employee) may require addressing face-to face. Technology should never be used as a scapegoat to avoid uncomfortable personal interaction situations.

Some other pointers for managers to consider:

• Make sure that both you and the employee are clear and in total agreement as to what the issue is.
• Focus your comments on the task and any objectives or performance standards that have been established as part of the telework arrangement, and not on the personal habits or characteristics of the employee.
• Give the employee an opportunity to tell their side of the story and listen with an open mind.
• Expect and allow some emotional venting.
• Take accurate notes and restate the issue so that both you and the telecommuter are in agreement as to the facts.
• Never be hostile toward the employee or treat them as an adversary. Regardless of your personal feelings toward them, it’s your obligation to keep an open mind and be objective.
• Be sure to be specific about the consequences of continued problems and mutually develop a schedule for follow-up.
• In providing the employee feedback about the behaviors or actions that are inconsistent with the telecommuting policy or expectations, it is appropriate to provide coaching or retraining to reinforce positive behaviors.
• Review the tools available to the telecommuter to ensure that they are adequate for them to perform their job.

If the situation continues or escalates, it may be necessary either to terminate the telecommuting agreement or even the employment relationship. In either case, it is important that the manager has thoroughly documented the issues that have led to the decision and what was done to try to rectify the situation.

Telecommuter Training

After an initial orientation that can include the entire organization, training of employees who will be telecommuting should take place separately from the managers who will supervise them. This will provide a non-threatening environment where teleworkers will be able to air their concerns out in the open.

Characteristics of a Successful Program

Generally the first step in any telecommuting training program is to identify the differences between working in a traditional work setting and working from home, or perhaps working from a telecenter. Everybody needs to recognize the significant issues that will arise and time needs to be set aside to address them. The approach used to supervise will likely change and there will be other performance criteria used to measure success. Employees who have never done this before may need assistance in how to self-direct themselves and cope with possible distractions from family members.

Both participants and non-participants should be totally briefed on why the company is doing this, the advantages and challenges of the concept, what changes can be expected, the costs and risks that may be incurred and to debunk any myths and misconceptions that people may have about what telecommuting is. Indeed, there are really no “non-participants” because remote workers will more than likely still be interacting with on-site staff, and so those not telecommuting will need briefing on how to operate in this new hybrid environment.

Emphasis is usually not so much on technology — although that’s an important topic — but rather on communication skills, setting mutual objectives and some of the softer issues, such as how to handle interruptions and dealing with feelings of isolation.

There is generally a coordinator or coordinators that lead the implementation effort and who provide support and encouragement when needed. Careful consideration of any suggestions or other constructive criticism is key to making employees feel their concerns are being addressed and needs met.

Most often, successful programs use a phased implementation approach, starting with a pilot of carefully selected participants, and then gradually expanding the program from there, continually incorporating new best practices learned from actively solicited feedback.

Training Program Structure

Successful telework training initiatives usually start with company-wide announcements that get everyone on board and then narrow down to smaller group sessions of 15 - 20 individuals. There may be departmental or divisional orientation meetings with everyone together, but then separate training for employees and supervisors occurs. Finally, after everyone has experienced telecommuting for about a month or so, the groups then meet together again to discuss issues and develop solutions that are appropriate for the situation.

After initial pilot programs pass the test and the decision is made to make telecommuting a part of everyday operations, then the training should be offered on an ongoing basis. This allows new employees and current employees new to telework to become acclimated and learn how to work remotely effectively. Indeed, it’s a good idea for all employees to attend training, especially if they are at all skeptical about whether of not they would be able to do it.

Making it Real

All the “what ifs” and classroom simulations in the world do not substitute for real-world personal experience. Many employees simply do not know if they will be able to cope with the demands of telework until they try it for themselves for a reasonable amount of time. As suggested above, every two weeks or so, the class should get together to discuss issues and act as a support group to help each other through the transition period. If the individual ends up having difficulties that cannot be overcome after giving it their best shot, then the employee should be able to migrate back to working on-site without repercussion.

Training should take place as close as possible to the actual time when telecommuting will begin. The process creates momentum and excitement and it’s best to implement when the learning is fresh in employee’s minds.

Supervisor and Manager Training

In addition to training telecommuters themselves, it is imperative to also train the people who will supervise them — their immediate supervisor and the next level of management. In many organizations, the biggest challenge here will be to overcome and eliminate the prevailing attitudes, fears and preconceived notions that their managers may have about telecommuting.

Transition from Traditional Role

Many managers find that they have difficulty supervising someone who they can’t see and interact with face-to-face. This causes them stress, and they may resist any efforts to transition their area of operation to telework. Indeed, they may feel that they are no longer needed, since the employee is no longer working on-site.

In actuality, quite the opposite is true. Because work still needs to get accomplished, albeit through a different model, the manager is still needed, but has to have a higher level of communication skills in order to ensure that goals and objectives are being met. This is where training for managers becomes invaluable, because they need to learn how to transition from managing employee’s time to managing employee projects. They must be able to move from managing activity to managing results. Another point to keep in mind is that in most telecommute programs, employees only work from home a few days a week, not full-time. Therefore, on-site managers still have to direct staff on those days that employees are in the office, allaying manager’s fears that they are no longer needed.

Training Program Structure

The biggest challenge in structuring telework training for managers is in convincing them of the need to learn some new approaches to managing remote employees. Most managers feel they are effective already, so what is new that they could possibly need to know? The answer is that a management-by-results philosophy probably needs an extension of the skills they already possess, so the approach should be more of a “fine-tuning” rather than a “starting from scratch” brand new way of managing things.

The simplist way to accomplish this is to review “Management 101″ techniques, with an emphasis on communications. Looking at the teleworker-manager relationship will reveal areas where potential problems can occur, and those are the areas that the training needs to focus on. Making managers a part of the process of identifying these areas will help secure their buy-in when it comes to the actual training.

Here are some suggested areas to address in the supervisor/manager training:

• Managing by results
• A refresher in how to set performance standards and give feedback
• Keeping teleworkers in the loop and group collaboration
• How to deal with technology issues
• Spotting problems early on and handling them effectively

The U.S. Office of Personnel Management, in conjunction with the General Services Administration, offers online training on telecommuting topics. Telework 101 for Employees and Telework 101 for Managers are Internet-based, interactive courses that provide a brief, practical introduction to telework.

Supervisor’s Checklist

As an aid for managers who supervise telecommuters, the California Department of Personnel Administration offers the following checklist to ensure that managers and telecommuters get off on the right path of mutual understanding of the arrangement:

• Employee has read the orientation documents and has signed off on both the telecommuting policy and Telecommuter’s Agreement
• Employee has been provided with a schedule of core hours and guidelines of flexing work hours
• Company-owned equipment issued has been documented
• Performance expectations have been discussed and are clearly understood, and assignments and due dates are documented
• Requirements for adequate and safe office space have been reviewed with the employee and the employee certifies that these have been met
• Requirements for care of equipment assigned to employee have been discussed and are clearly understood
• Employee has received and read their copy of the Information Security Guidelines and is familiar with requirements and techniques for protecting computer information
• Phone contact procedures have been clearly defined and unit secretaries and receptionists have received training on how to coordinate the telework effort

This list is a start. You can add or modify it depending upon the requirements and size of your organization. The point is to have something that helps supervisors manage the paperwork.

Team Training

Telecommuters do not work in a vacumm. They are part of a team. Therefore, it is important to integrate everyone’s goals and objectives together so they can understand how their piece fits into the whole. Topics can include:

• Everyone’s schedule, availability, phone coverage, and days they are to be in the office
• Departmental workflow procedures
• Technical support issues
• Mutual support and encouragement

In the beginning, these sessions are more training-oriented, because everyone is getting accustomed to the telecommute work arrangement. But over time, they can become the weekly or periodic staff meeting where progress is reported and issues are ironed out.

Training Non-participants

Not all workgroup team members will be telecommuters. Some support staff, such as administrators, tech support and management will be office-based. Therefore, they need to be included in the training to appraise them of their role and how their methods and procedures may need to change to accommodate the telework program. By including these people from the beginning and informing them about the goals, objectives, selection process and hows and whys of the program, organizations are more likely to secure their cooperation and involvement with the program.

It’s also been demonstrated that a need exists to provide executive management across the organization with an overview of the telecommuting program and to encourage their ongoing support by keeping them in the loop and promoting the successes, especially any cost savings or productivity gains experienced. All too often, executives demonstrate initial support — even championing the cause in the beginning — only to then turn lukewarm as time goes on, losing sensitivity to the issues. Keeping executives informed helps prevent this.

Do You Have What it Takes?

Telecommuting sounds easy, but the reality is often different from the vision. Working from home requires discipline to avoid the myriad of distractions that will divert you from your work — among these being interrupting family members, the pile of laundry that needs to be done, and the friendly neighbor popping by to have a chat. Then there are the challenges and vulnerabilities of communications involving the telephone, modems, fax machines, email, audio and video conferencing, computer networks and cell phones.

According to experts in telework, the following are qualities that most successful teleworkers possess:

• Planning and organization skills
• Time management skills
• Project management skills
• Ability to work without close supervision
• Low affiliation needs (face-to-face contact with other people)
• Strong verbal and written communication skills
• Supportive family environment
• Self-motivation
• Strong performance record
• High work ethic
• Computer proficiency
• High job knowledge
• Assertiveness

In line with this, Telecommute Connecticut! states that the right employees:

• are already familiar with their work, their organization and its culture and with their colleagues
• are independent “self-starters” that do not require external prodding or stimulus in order to get on with the work
• are self-motivated, self-disciplined, able to ignore distractions and can focus on the work to be done
• are adept at communicating quickly and effectively with at-office colleagues
• do not have high needs for social interaction with at-office colleagues
• have home offices that are equipped with the proper equipment/work tools and meet the organization’s safety and ergonomic requirements

This last point cannot be overemphasized. It is essential that the teleworker have a dedicated space set aside from which to conduct business. This helps separate work from family life when the time comes to quit for the day.

Strategies for Approaching Management

After conducting a self-assessment of the traits listed above and determining that your job is teleworkable, if you would like to approach your boss about telecommuting, there are a number of factors that you need to consider first.

• Does anybody at work do it now? If there is precedent within your company, you stand a much better chance of being considered.
• How does your supervisor feel about it? You need to start there first. If there is a level of trust between the two of you and he or she is on-board with the idea, work with them to develop a scenario or how it could work and brainstorm ideas.
• Review your organization’s employee handbook and carefully note any passages pertaining to work policies that you may be able to incorporate into your proposal.
• Talk with anyone in your company who may already be telecommuting on a formal or informal basis and determine anything you can that will help strengthen your position and be aware of any negatives that you may have to develop a strong argument to counter.
• Be prepared to present both a written proposal and an oral presentation that lays out the benefits and the traits that would make you an effective teleworker.
• Your proposal should take a business-case approach, looking at the situation from a “what’s in it for the company” point of view. Do some research and try to obtain statistics on cost savings achieved by other companies of similar size to yours. Use this list of potential benefits as a guide.
• Be prepared with answers to common objections, such as:
  • Your work is not suited to telecommuting - Carefully think out how your job functions could be accomplished just as easily at home.
  • How will I know you are working? - This lends to the amount of trust your boss has in you. Establish goals and objectives and demonstrate how you will meet them.
  • It will cost too much - Do your homework and show areas where the company will save money.
  • I can’t afford to have you out of the office - Here is where you show how your work interdependencies can be modified to account for your absence, and how you can be reached at any time by phone, fax, e-mail, etc.
  • Teamwork will suffer - Few teams require continual face-to-face interaction. Point out how you can still use technology tools to collaborate with team members on those days that you will not be in the office.
  • Anticipate other objections and be ready with solutions.
• Propose a schedule and a trial period, which can be used to collect information and build in some accountability measures and benchmarks that will be tracked to measure success.

If your proposal is turned down, don’t give up. The timing may not be right or perhaps another type of approach may work the second time around. Offer to take work home on your own time to demonstrate what’s possible.

But there are a number of factors companies need to consider before embarking upon a telework program because the costs involved can be substantial and the program will need to be monitored and managed. Below are topics for your consideration.

What Jobs are Best Suited?

Simply stated, not all jobs and not all employees are suitable for telecommuting. A job that involves face-to-face contact with customers, such as a medical office receptionist or a personal services provider, is generally not a good candidate for telework. Similarly, an employee who does not have the self-discipline that telework requires would not be successful in a telework role.

To determine what jobs would be most suited for telework, management conducts a task analysis. All jobs are made up of tasks that must be performed. The job’s components are broken down and a percentage assigned as to the amount of the work week it consumes. Then for each task, a determination is made to see if there is a locational aspect to it. In other words, does the completion of the task depend on it being performed at a specific location? Finally, all of the percentages of the tasks that are location-dependent are added up to determine location dependence as percentage of job. From here, a determination can be made of the feasibility of the job for telecommuting. Note that even if it’s determined that a large percentage of the job is location dependent, there may be a way to clump the tasks that are location independent to one or two days so that the employee holding the position can still telecommute one or two days a week.

Other factors to take into account are company resources and security requirements. If a job requires ongoing access to specialized equipment, materials and files that are situated only at the workplace, or because of your industry, there are security compliance issues, these could prove problematic if the employee wants to work from home.

Is Your Business Ready?

Even if you determine that many of the positions in your company are teleworkable, the climate and culture within your organization may resist efforts to allow people to work from home. It’s a sizable commitment. Your company will have to accept telecommuting as a legitimate and desirable activity, be willing and able to provide the necessary support and have the appropriate information technology in place. The supervisor or manager of the employee must also accept the concept and practice of telecommuting and be properly trained and prepared to manage a remote workforce.

“Employers and employees must think about what the business reasons are for wanting a telecommuting program. This could include greater flexibility for both the employer and the employees, productivity benefits or the ability to attract or retain workers,” says Jean T. Stimolo, executive director of Telecommute Connecticut!, a service of the Connecticut Department of Transportation. Telecommute Connecticut! works with employers in that state to design and implement effective telecommuting programs. “Many companies are surprised by the increase in productivity a successful telecommuting program can bring,” Stimolo says.

According to Telecommute Connecticut!, organizations most suited for telecommuting:

• are competitive, practical and open to new ways of carrying out business and able to adapt to change
• understand the link between telecommuting and productivity, morale and attracting or retaining top talent
• have staff that do not always need to be on site
• are willing to support telecommuters with adequate training, equipment and IT resources and support
• understand the value of work-life balance

Handling Resistance

Like any initiative proposed in a business setting, you are likely to encounter resistance to the idea of telecommuting as “too expensive”, “loss of management control”, or “it’s just not right for our company”. A successful proposal will need to anticipate these reactions and have solid arguments as to why they are not valid or can be offset by a higher benefit. In the end, the CEO should be solidly behind it, or at least be willing to give it a try for a defined period. Often, your argument will surround promoting a positive affect on one of more of these key economic issues:

• Maintaining or increasing productivity
• Decreasing the need for more office space
• Attracting or retaining skilled staff
• Complying with governmental mandates designed to improve environmental factors like air quality or traffic congestion

You may also encounter resistance on the employee side, especially if the job the employee holds is being required to telecommute. Mandatory requirements to telework are never advisable, but in any case, the employee should be given input into the decision-making process.

Conflict also arises in cases where, for whatever reason, some employees are not able to participate in the telework program. This may stem from envy or jealousy, but these employee concerns must be addressed early on if the program is to be successful.

While the highest resistance on both sides comes with full-time telecommuting, most companies and employees will accept having to telecommute one or two days a week. There are benefits to having periodic face-to-face office contact, not only from a work perspective, but also from a social point of view. We are social animals and the need to have personal contact is strong. Again, letting employees (and unions) have a voice in the process will generally go a long way in reducing any resistance that may appear.

Resources Required

In order to get a telework initiative started, a dedicated staff (at least in the beginning) should be assigned to implement the project. A budget will need to be allocated in order to pay staff salaries, train teleworkers and their managers, and perhaps hire consultants to assist in the process.

The costs involved will vary significantly and depend upon which jobs are selected and how many, the capabilities of the company, and whether the company pays for the tools that will be used by the employee at home. About half of all companies surveyed in a recent poll provide all of the tools needed by employees working at home and nearly 25% share the cost of such items as computer equipment, Internet access and software with their teleworking employees.

Success Characteristics

Telework programs do work and deliver on the promises of increased productivity and overall cost savings. But success doesn’t happen in a vacumn. Well-run telework programs tend to share common traits. Among them are:

• Alignment with company goals - Take the time up-front to identify what you want telecommuting to deliver, and then design your benchmarks with that focus.
• Identify the right jobs and people
• Identify and continually communicate the benefits
• Anticipate problems in advance and have policies in place to deal with issues
• Ensure that your employees have the proper work environment at home
• Have the proper tools in place. Match the technology to the task.
• Keep the communications line open and make frequent connections a matter of policy
• Provide training to all personnel and make sure they understand that they are all part of a team
• Conduct periodic evaluations of how things are going and take corrective actions when necessary

Drawbacks and Challenges

From the Employer Perspective

There’s no doubt about it, putting together a telecommuting initiative requires a lot of work and effort, and depending upon the culture and traditions of the organization, it can cause a lot of turmoil because it challenges the status quo and requires people and systems to change. In addition, because it is not a core business function, it receives less attention and may get deferred and be given a lower priority, depending upon business conditions. This condition is likely to exist unless there is an executive in the company that has telework high enough on their agenda.

Then there is the up-front cost. In some telework arrangements, employers pay all the costs associated with getting an employee up-and-running from home. In others, there is a cost-sharing arrangement in exchange for the flexibility that employees are willing to pay. In a large initiative, a telework coordinator may need to be appointed and/or consultants hired to oversee that the process goes smoothly. The cost of training and employee’s nonproductive time also add to the expense.

Another challenge in adapting telework as a company policy is ensuring that managers overseeing the remote workforce have the capabilities to do so. We recommend that a well-implemented telecommuting initiative include training on both sides, but the costs involved might curtail this, to the detriment of the program’s potential success.

There is an argument to be made that telecommuting could negatively impact teamwork in some industries or occupations where tasks gain considerably from the very close interactions of a team working together synergisticaly in one room. Examples include some kinds of design or other creative work, where the very casual “rub off” of the studio or research setting is an important part of the creative process.

None of these considerations is necessarily a barrier to telework. They just illustrate how things can go wrong if a telework programs aren’t well-planned and executed.

From the Employee Perspective

Some employees crave the social interaction that working with a large group of people affords and would never think of trading having to commute to work each day for the chance to work from home. Others, because of their home situation, may need to “get out of the house” and would prefer to work elsewhere. Indeed, their home environment may not be appropriate for them to telecommute due to a number of factors, among them being space, security considerations, or lack of resources.

There may be costs and disruptions involved with using one’s home as a work space. Regardless of who pays for the services, it’s likely that an employee would have to install a business phone/fax line, add additional equipment, possibly upgrade electrical service, shore up their homeowner’s insurance policy, and maybe purchase office furniture.

Other telecommuting costs often absorbed by employees working from home include:

• additional heating and air conditioning expense caused by the home being occupied more hours per day
• business phone charges not refunded (long distance, 3-way calling, voice mail, etc)
• equipment repairs
• interior decoration
• upgrade in Internet service
• extra phone handsets and answering machines

Benefits and Rewards

For Employers

Companies that invest resources in properly implementing a telework policy usually start to see an immediate payback. These rewards manifest themselves in:

• Increased productivity
• Lower real estate space costs
• Reduced equipment/furniture costs
• Higher employee retention rates
• Reduced absenteeism
• Increased customer satisfaction
• Improved morale
• Improved work/life balance
• Legislative compliance and possible tax credits
• More recruitment options
• Results-oriented management
• Effective use of meetings
• Increased flexibility
• Less disruptions when weather is inclement
• Increased employment of disabled workers
• Better access to part-time or retired employees
• Competitive advantages
• Access to additional labor pools to address skill shortages

For Employees

Employees who are selected to participate in a telecommuting program are likely to enjoy:

• Reduced stress, improved morale, work satisfaction and motivation
• Fewer interruptions, allowing greater focus and improved personal productivity
• Improved job satisfaction
• Saving money on gas and wear and tear on vehicle
• Reduced commute time
• A more balanced work and family life
• Reduced exposure to “office politics”
• Possible improvement of supervisor / employee communications
• Provides job access to those in geographically remote areas
• Tends to reduce personal leave time and absenteeism
• May eliminate the need to relocate

For the Environment and Society

The positive impact that telecommuting has on the environment is tremendous.

• Less vehicles on the roads, reducing smog, emissions, wear and tear, and traffic accidents
• Reduced consumption of fuel and non-renewable energy sources
• Provides better job opportunities & ease of ‘getting to work’ for the disabled and mobility restricted
• May reduce crime and safety in neighborhoods with more people being watchful during the day
• Reduced greenhouse gas emissions
• Reduced reliance on paper
• Less need for mass transit and raising taxes for transportation initiatives

While the vast majority of companies recruit telecommuters from the ranks of their employees, there is a growing trend of hiring teleworkers externally. The reasons for this are twofold:

• The individual can be located anywhere, which expands the company’s reach
• This opens up a wider selection of talent from which to choose, especially important in a tight labor market

Let’s look at some of the specifics of hiring telecommuters directly from outside of your company.

Using the Internet

While the major employment web sites like Monster, CareerBuilder, and Yahoo! HotJobs also list telecommuting jobs, there are a number of job boards targeted directly to the teleworker that you will be able to use as a source of talent. Some are small with a narrow focus, often targeting specific professions. Others may be attractive for the specialized services they offer. The best way to determine which site(s) will be the most advantageous to you and your needs is to visit the various job boards yourself. Use keywords from your own job specification to see how many results the sites return. Are your competitors using the site to advertise their job openings? Find out from the site owners who they are targeting and what kind of traffic the site has. You will find that prices vary considerably, often depending upon length of engagement and services required. Also be sure to give Craigslist a try if it’s active in your area.

In posting your position, be sure to provide a high level of detail and specifics of the skills you require. Use common keywords to describe job functions and the tools, applications, software, systems, products, etc. you expect candidates to be familiar with. The more specific you can be, the better results you will receive from candidates who are uniquely qualified to fill your position.

Also, don’t overlook the potential of your own company web site to attract applicants. Create a section entitled “Careers” where you provide candidates with a sense of how wonderful it would be to work for your company and detail the benefits and opportunity you offer. If appropriate in your company communications, advertise the fact that you are looking for people and point them to the web site for details.

Other Sources for Applicants

Never overlook the traditional methods of attracting job candidates. Many are still viable and many be very cost-effective to use.

• Classified ads in newspapers, magazines and business journals - These are still widely read by people seeking work and many newspapers now have online versions of their publication as well.
• Job fairs - These are often sponsored by media companies and can be an inexpensive way to increase exposure to your company’s products and services as well.
• Recruitment open houses - Setting aside a few hours in the evening or on a Saturday for a recruitment event can be a good way to attract qualified candidates.
• Employee referral bonuses - Providing employee incentives to bring in qualified job candidates has worked well for many companies.
• Networking - Always mention that you are looking for employees at events that you may attend promoting your business. It shows that you’re growing.

Don’t rely too heavily on any one method. Mixing up your recruitment methodology will increase your chances of a successful search.

Considerations in the Hiring Process

Depending upon the distance the candidate is from your facility, you may or may not have the opportunity to interview the candidate in person. Therefore, you may have to base your hiring decision on subjective criteria such as phone manner, the questions the candidate asks and “gut feel”.

When it comes down to it, hiring telecommuters is really no different from hiring other types of employees, except that you may want to utilize some of the technology that the teleworker will be using on the job, such as the Internet, teleconferencing, and email to see how well the candidate utilizes the technology. You can provide specific instructions for applicants to follow and see how closely they follow them. One of the attributes of a good teleworker is someone who can follow instructions succinctly, so the hiring process can be used as one of the measures of how well this is done.

In addition to the selection criteria outlined in the Enlisting Existing Staff for Telecommuting section, you should have other criteria that you use for teleworkers being hired from the outside. Since you do not have an internal track record to review, other methods must be used to determine whether the candidate can perform a job remotely. Some of these are:

• References - Checking references is particularly important with regard to screening telecommute candidates because you want to learn whether the individual has done this before and how well they functioned in the role. Develop questions designed to learn what the candidate’s specific role was and what tools were used.
• Role-play exercises - A scenario that the worker is likely to face can be simulated and you can assess how well the candidate performs the task.
• Writing or portfolio samples - If the position is expected to produce output of any kind (designs, documentation, graphics, code, etc.), you can request a sample of the candidate’s work.

Perils and Pitfalls

The hiring process for any job applicant is a subjective one, and open to bias and error. Just recognizing this fact is a step in the right direction. It often helps to have two or more managers participate in the selection process so the possibility of this is minimized.

Hiring telecommuters possibly takes more forethought than hiring an on-site employee. Because you are relying on the teleworker to be self-sufficient and reliable, you need to make sure that you have carefully identified the attributes you need, have interviewed carefully, have checked references, and are basing the hiring decision on as many objective criteria as possible.

From the very beginning, please recognize that not everyone is cut out to be a teleworker. Here is some information for your consideration.

Traits of Successful Teleworkers

Telecommuting introduces some parameters that go beyond whether or not someone is skilled at their job. To be sure, being very familiar with job requirements and knowing how to do the job well are prerequisites. However, telecommuting experts report that there are other traits that also should be present to ensure that the telework arrangement is a successful one.

For starters, some individuals are more social than others and love the interaction they have with fellow workers in their work environment. They like the camaraderie and sense of team spirit that comes with associating with the same people day in and day out. To put them in a telework situation would lessen their opportunities to interact with others face-to-face and that might make them feel isolated and depressed.

A good candidate for telecommuting can still enjoy people interaction, but does not necessarily require that it be face-to-face. Excellent communication skills and a good command of technology are required because work is accomplished remotely without the benefit of visual queues and body language to guide the process. Telecommuters should be self-motivated, proven, results oriented performers. They need to achieve their work goals and objectives with a minimal amount of supervision and must be able to accomplish specific work tasks within a predetermined amount of time.

Some other personal attributes that successful teleworkers possess are:

• They enjoy working independently and are able to complete assignments without intervention.
• They stay connected with co-workers and the boss. They are proactive in their communications and take initiative to make sure they know what’s going on.
• Good organizational skills. They often don’t have the administrative support they had at the workplace, so they need to be self-reliant in this area.
• They are results oriented and comfortable setting priorities and deadlines.
• They still get out of the house. Successful telecommuters take advantage of opportunities to network with coworkers, peers and other colleagues and are active in professional organizations related to their line of work.
• They have the ability to separate home from work by having the discipline to keep personal tasks separate.
• They embrace and take advantage of technology to enable them accomplish things remotely efficiently and effectively.
• They know when to stop work. A downfall of many a telecommuter is the tendency to work too much or not know when to stop. As a result, their work and personal lives meld together.

Beyond personal traits, teleworkers need access to a quiet area or office space at home free from interruptions. Any child care or elder care arrangements that are required because of their family situation need to be in place. They also need the ability to be flexible about the telework arrangement in order to respond to the needs of their manager, workgroup, or employer.

Selection Criteria

In addition to demonstrated proficiency in the areas outlined above, companies should develop guidelines to assist in the screening of potential telecommuting candidates. The University of Michigan Telecommuting Task Force came up with the following recommended qualifications in their telecommuting guidelines:

• Telework candidates should have a good performance record with positive evaluations and no documented absenteeism problems.
• Telework candidates must be able to provide an appropriate telecommuting work environment that meets company standards.
• The Telework candidate must have worked at the company for a minimum of one year in an on-site position. If this is not possible, the manager needs to ensure that the candidate is familiar with company culture and environment.
• Telecommuting is appropriate for regular full-time employees, as opposed to temporary employees, unless there are extenuating circumstances.

In addition to all the prerequisites noted above, it cannot be overemphasized that the candidate should have the desire to telecommute. Being forced into a situation where they are not a willing participant can only be a setup for failure.

There are two sides to the telecommute equation. The teleworker’s supervisor should also meet a list of criteria. Telecommuting supervisors must:

• Possess above-average organizational, planning, and coaching skills
• Manage by work produced and not hours worked
• Demonstrate good communication skills (both electronic and face-to-face)
• Maintain the ability to establish and evaluate well-defined measurable objectives and goals
• Provide timely and constructive feedback
• Build a relationship of mutual trust and respect with the teleworker

Perils and Pitfalls

From the onset, it must be recognized that for some employees, telecommuting will not work out. Not everyone will thrive in this role, regardless of the preparation and support that might have gone into the effort. To plan for this possibility, the telework agreement should provide provisions for employees to revert to a non-telework role. See the Policies and Procedures page for more information on this.

Another area where you are likely to encounter issues are in situations where willing employees have not been selected for a telecommute role, either because the nature of their job does not lend itself to telecommuting or because the employee’s attributes are unsuitable. Having a clearly defined process with well-established criteria for selection will help to alleviate problems of perceived inequities or favoritism. Just as in the hiring or promotion process, some candidates are successful and some are not. There may be disappointment, but there should also be understanding.

The mindset of some managers, who will not permit their people to telecommute, can also cause problems with employees whose positions are clearly eligible. This issue should be addressed at the upper levels of management where executive-level support for the concept should be communicated and demonstrated.

Forms of Telecommuting

When you think of telecommuting, you generally picture the traditional work-from-home scenario. But actually, telecommunicating can take different forms.

Home-based Telecommuting

The majority of people who telecommute do so from their home base. The economics of telecommuting are the most justifiable from the home location because that is where people spend most of their time, and if they are already there, there is no cost incurred to get somewhere else for the purpose of starting work.

Satellite Offices and Telework Centers

The concept of a telework center is a cross between an employee being on-site at an employer and an employee working from home. Whereas a satellite office generally houses people who work for the same company apart from the firm’s main office, a telework center houses people who may work for many different companies. An associated concept to the satellite office is hoteling, where employees do not have a permanent office at a company facility, but are assigned a work space for short periods of time to get their work accomplished.

Telework centers are independent businesses that provide most of the services their client companies require, such as office space, furniture, office equipment, computers, secretarial services, conference rooms, and telecommunications service, including Internet access, networking and fax. The typical arrangement is shared by several companies, who may even share common areas simultaneously.

Typically found outside of large metropolitan areas, telework centers are an alternative means for companies to decentralize their employees closer to where they live, while at the same time, not having to invest in building additional capacity in their current facilities to accommodate additional staff. On the employee side, there are still cost savings to be realized, such as perhaps a shorter commute for example, but the employee still needs to leave home in order to perform their work.

Mobile Telecommuting

Performing work on-the-go from constantly changing locations is what mobile commuting is all about. Managers like mobile computing because the very technology that enables employees to stay in touch with their office also allows them to be more productive, spend more time with clients, and provide quick turnaround for all kinds of services.

The mobile telecommuter utilizes electronic technology to the fullest and is the most likely person to need support.

Trends

Societal

According to Gartner Dataquest, a technology advisory firm, it is estimated that at least 12 million people telecommute to work more than 8 hours per week, which is double the amount estimated in 2000. They speculate the number will hit nearly 14 million by 2009, and will continue to grow.

Baby boomers have gotten a taste of the flexibility that telecommuting affords them, and many of these valued employees have agreed to stay on with companies instead of retiring, giving them an incentive to keep working. Generation X and Y workers aren’t prone to sit in cubicles all day, so are coming to expect that employers will provide alternatives to commuting into the office every day. Indeed, companies are recognizing that they have to offer these options in order to attract, retain and motivate a talented workforce.

Technological

This increase in telecommuting has certainly been buoyed by advances in technology. PDAs now permit people to access information from anywhere and the growing use of broadband and wireless connections in homes and public locations has accelerated the trend. In addition, a host of technologies already being used today will see a boon in the next five to ten years thanks to telework. Video conferencing and webcams are expected to appear everywhere as companies try to recreate the face time they loose and strive to make distance workers feel connected. Software currently exists that permits workers in far-flung locations to brainstorm and work on documents at the same time via virtual whiteboards, and this trend toward remote collaboration will accelerate in the next decade.

Economic

Much of the renewed interest in telecommuting stems from organizations trying to find ways to save money. There are many compelling economic reasons to embark upon a telecommuting program or to expand one already in place. Companies are finding that they can grow without having to build or lease new facilities by shifting the work to teleworkers, who don’t take up office space or occupy a desk. At the same time, workers are clamoring for flexible work arrangements to provide some relief to skyrocketing commuting costs. An added benefit for companies is the productivity gains they are seeing from workers who are more efficient working in an environment where they can get their work done with fewer distractions.

Myths and Misconceptions

The following are some of the myths and misconceptions that have built up surrounding telecommuting:

Myth: Without supervision, workers will goof off and not get their work done.

Fact: Studies have shown just the opposite. Workers find they have fewer distractions and get more work accomplished. A comprehensive telecommuting program addresses placing the right people in telecommuting jobs and training both managers and workers about expectations, objectives, and measuring results.

Myth: Telecommuting only works for large companies.

Fact: While most of the news reports on telecommuting focus on large, well-known companies, in actuality, most telework performed these days takes place in smaller companies simply due to the fact that there are more of them. Smaller firms often are more nimble and can adopt new ideas more quickly. In addition, due to their size, they are under more pressure to cut costs wherever possible, and telecommuting has demonstrated a huge potential for cost savings for employers.

Myth: “Out of sight, out of mind”. I’ll become less visible to management and will miss promotion opportunities if I telecommute.

Fact: This is generally not true because most telecommuting programs do have remote workers reporting to the office periodically. If anything, most managers of telecommuters report that their telecommuters are often more promotable rather than less, because the experience of working at a distance helps demonstrate their capacity for more responsibility.

Myth: I can get up and get to work any time I want.

Fact: While this may be true to some extent, the reality is that you still may need to coordinate work assignments with both on-site and remote employees and need to be available when they are. A good telecommuting policy will specify core work hours so that this can be facilitated.

Finding a Telecommuting Job

If you are currently employed, the logical first step would be to find out if your present employer would be open to letting you work from home. If the nature of your job lends itself to being able to be performed from anywhere, then you may be pleasantly surprised that they’ll say yes to your request. However, if your job requires many on-site resources or if telecommuting is not practiced at your company, then you have your work cut out for you to convince them that it would be practical and cost-efficient for you to do so. See Making a Case for Telecommuting - The Telecommuter’s Viewpoint for pointers on approaching the subject.

If you’ve already “been there, done that”, or the nature of your job is such that telecommuting is not practical, then you have a few questions that you need to answer for yourself:

• Can I apply for a job within my organization that will allow me to telecommute? Once again, even if the job is telecommutable, how open is your organization and manager to letting you do it, and how ready are they for telework in general? If the prospects don’t look good, and you really want to do this, it might be easier to just find another employer.
• How ready is my family and household for me to be working from home? There are lots of considerations here that are covered in depth in Ensuring Your Success as a Telecommuter.
• What are my skills and what is the market looking for? Become aware of the jobs that lend themselves naturally to telework, and build your resume around the skills that those jobs require.
• Have you considered working self-employed as a freelancer? That’s a telecommute option where you would work for several employers. All the things you would need to consider are outlined at the excellent Successful Freelancing Advisor web site.

Types of Employers

Employers who hire teleworkers come in all shapes and sizes. Although it’s generally the well-known Fortune 500-type companies that receive all the press coverage on their telecommuting programs, over 90% of commercial enterprises in the world are small businesses and many of them already have a telework program in place or are seriously studying it. Therefore, you would do well to assume that telecommuting would be a possibility at virtually any company that you might consider as your next employer.

Be aware that while a company may have a telecommuting policy in place, they may also have probationary periods or other restrictions that you would have to abide by before being able to work from home. You most likely would also have to attend a training program to understand the company’s policies and procedures prior to attaining telecommuter status.

Types of Telecommuting Jobs

What kind of jobs lend themselves to telecommuting?

Generally, any kind of work that does not require location-specific, in-person customer contact in order for business to be conducted can be performed at home. Examples of occupations are:

• Accounting/bookkeeping
• Claims adjuster
• Counseling
• Customer service
• Data collection
• Data entry
• Database administration
• Editing/proofreading
• Graphic design
• News monitoring
• Paralegal
• Programming
• Recruiting
• Research
• Telemarketing
• Transcription
• Translation
• Web site creation and design
• Writing

Conversely, occupations that require face-to-face customer contact, such as office receptionist, waitress and retail clerk would not be appropriate for telecommuting.

Telework Job Boards

While the major employment web sites like Monster, CareerBuilder, and Yahoo! HotJobs also list telecommuting jobs, there are a number of job boards targeted directly to the teleworker.

• Telecommuting Jobs - Lists telework jobs and provides a number of services for both employees and employers, such as resume database, screening tools and compensation guides.
• Telecommute Jobs - Lists only certified telework jobs and provides search services such as resume distribution and priority listings. Subscription costs $39 for a 3-month membership.
• Jobfox - While not technically a telecommuting job board, Jobfox’s unique feature is a matchmaking system that identifies compatible employer-employee pairings (much like a dating service) and provides introductions to both parties. Telecommuters should be able to identify their work location preference and find willing employers.
• Telework Recruiting - Job board with resources such as company directories, a member forum and direct contact with employers. They charge a $59.95 lifetime membership fee.
• Telecommuting Resource Center For Work From Home Jobs - Site run by the Independent Homeworkers Alliance (IHA), a customer service-oriented organization, that caters primarily to those interested in working on contract or freelance, or running businesses out of their homes.
• Workaholics4Hire - Project management company that provides resources for businesses looking to outsource work and telecommuters looking for freelance work.
• National Telecommuting Institute - A nonprofit educational/job-matching organization that promotes the development of telework jobs for Americans with disabilities.

In addition, an organization called Best Workplaces for Commuters has an innovative program that provides qualified employers with national recognition and an elite designation for offering outstanding commuter benefits, such as free or low cost bus passes, strong telework programs, carpooling matching and vanpool subsidies. They publish a list of companies that are “telecommuter friendly” that should be on your target list if you are looking for a telework job.

Avoiding Scams

Because of the intense interest people have about working from home, an entire industry has developed that tries to capitalize on the movement. Unfortunately, not all opportunities advertised are what they seem and you have to be very careful and scrutinize every offer you are interested in pursuing.

How do you tell if a telecommuting or work from home opportunity is a scam? There are warning signs. Look for the following:

• Do you have to pay any money up front? This generally masquerades as a “handling fee”, “membership”, or “starter kit”, and should be a red flag to stay away. You’re looking for a paying job, not an investment.
• How much and how will you be paid? While many legitimate job sites don’t list the compensation, look to be able to get a straight answer after your initial inquiry. If the pay is on commission or by a type of output, get the specifics of what the requirements are and when payments are made. If the response is evasive, be wary.
• Avoid “get-rich-quick” schemes. Expect pay to be commensurate with effort or skill, not high income for part-time hours. Also be forewarned that most employers who are willing to hire someone to work from home want workers who can work independently and get the job done with little guidance.
• Do a background check, ask for references, and check them. If the company is on the up-and-up, you should be able to find out without too much trouble.
• Avoid giving personal information, such as Social Security Number or bank account number unless the data is needed for legitimate employment purposes such as on a W-4 or 1099 Form and bank direct deposit information after a formal offer of employment.

These are the types of “opportunities” that have proven to be scams in the past:

• Envelope stuffing - Often you have to pay a “materials” fee.
• Assembly or light production work - Again, an up-front fee is usually required and the alleged “poor quality” of your work is cited as the reason for not paying you.
• Data entry - Usually actually an advertisement to buy something.
• Multi-level marketing schemes - Here you are recruited to bring others on board, from which you earn a commission — if they sell something.
• Claims processing - Generally a ploy to get you to purchase equipment or software from a manufacturer.

Here’s where you can go to check on the legitimacy of any work from home offer:

• Better Business Bureau - Try to find out where the company is located (if you can’t, that’s another red flag) and enter the company name or the web site into the Better Business Bureau search box. This will tell you whether there have been complaints and if the company has an unsatisfactory record with the Bureau.
• Federal Trade Commission - Read the advice the FTC provides about known scams.
• Fourms at Scam.com - Scam.com is a vibrant online community that exposes scams on the Internet. The link is for the Work at Home forum, but they have other message boards covering religious, political, investment, mail order, lottery and auction scams.