Telecommuting allows employees to work part or all of their standard workweek from a remote location, “seamlessly commuting” by e-mail, cell phones, and virtual private networks. (Editor’s note: It’s not always “seamless.”)
Telecommuting has evolved from being a convenience to a business strategy to a business necessity. With the high cost of commuting for employees, and energy and facility space for employers, telecommuting has taken on a new aura of cost containment. Here are some telecommuting tips from HR.BLR.com®.
‘Hoteling,’ ‘Satelliting,’ or Home Office?
Telecommuting can be informal, such as during special, short-term projects; on a regular basis, such as 1 or 2 days a week; a formal arrangement for 100 percent of work time; or as part of an emergency procedure during storms, natural disasters, power outages, or quarantines.
For cost-effectiveness, or if an employer is hesitant about employees working from home, there are other options:
- Satellite offices. Employees are situated in smaller, strategically located, off-site facilities.
- Hoteling. Fully appointed offices and equipment are shared on an as-needed basis.
- Virtual/mobile offices. Employees are provided with the equipment and tools to perform their jobs from anywhere, including customer or vendor locations.
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Legal Issues
There are no direct federal laws that regulate telecommuting. However, remember that laws like the Fair Labor Standards Act (FLSA), Americans with Disabilities Act (ADA), and Family and Medical Leave Act (FMLA) still apply. State and local laws, especially zoning laws, may also affect telecommuting arrangements.
Setting Up a Workable Telecommuting Agreement
In setting forth the obligations of both employer and employee, consider these key points:
- The telecommuting agreement does not change the at-will nature of the employer/employee relationship.
- The telecommuter is expected to comply with all applicable company policies (e.g., conflict of interest, confidentiality, moonlighting, drug and alcohol use).
In addition, the agreement should:
- State that the telecommuter is expected to meet specific job objectives and measurable performance goals.
- Detail the maximum response time for answering voice or electronic mail from other employees, customers, suppliers, etc.
- Define the requirements for keeping in touch with the office and attending regular staff or team-building meetings and short-notice, emergency meetings.
- Clarify employer-reimbursable expenses, such as Internet access charges, long-distance calls, courier or express mail services, utility charges, and supplies.
Telecommuting—one more aspect of HR that’s not as easy as it sounds.
In fact, let’s face it—hardly anything in HR is as easy as it sounds. You need a go-to resource, and our editors recommend the “everything HR in one website,” HR.BLR.com.
The “Homeworkers/Telecommuting” analysis in HR.BLR.com covers everything from appropriate positions to schedules to legal and operational issues. You’ll find a PowerPoint® on the subject, along with related checklists, policies, forms, and guidance documents. Among the white paper titles you’ll find are:
- “How One Company Embraced Telecommuting”
- “HR: Take Another Look at Telework”
- “Telecommuting: Bullet Points to a Successful Program”
- “Telecommuting: Out of Sight, Not Out of Mind”
And we should point out that Homeworkers/Telecommuting is just one of nearly 200 HR topics covered in HR.BLR.com.
In addition to plain-English regulatory analysis, the HR.BLR.com topic on “Homeworkers/Telecommuting” includes more than 40 policies, checklists, forms, guidance documents, and reference materials on the topic. Find out more.
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