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Frequently
Asked Questions about Telecommuting
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 MacKay and have
established a base level of visibility. Telecommuters should
arrange their schedules to include being at MacKay 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 MacKay's 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 team members who work at home have dependent care
arrangements when they are at MacKay's office, they will also have
to have them when they are working at home. A team member 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 them to take children to school and/or pick
them up. Being home during the day might allow a team member 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 a team member 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
Arrangements. 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 team members accountable for
those results. If the team member does not meet expectations, the
manager should handle the situation the same as any performance
issue, whether the team member is on a traditional or flexible work
arrangement.
Can a team member 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 a team member wants to work at home on a
regular basis, he or she should apply using the FWA proposal form.
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