Elements of an effective telecommuting policy

Telecommuting has benefits for employees and employers alike, but implementing it fairly is still a challenge for many organizations. Employers want to keep employees happy while still keeping productivity up, so it’s crucial to think through the telecommuting policy in advance so that the program can meet organizational goals.

A telecommuting policy needs to be comprehensive. It should address enough aspects of the telecommuting program to ensure everyone is aligned, and ensure everyone understands the program details. It should clearly address managerial concerns by making statements in the policy to mitigate or eliminate these concerns.

Here are some telecommuting policy elements:

• Business drivers for the organization – with a focus on accomplishing work. Start by explaining the business case for implementing a telecommuting policy. This might be for increased operational resilience or for improved employee satisfaction, for example. Regardless of what the reason is, the policy should explain how it is a good strategic fit for the business. It should focus on the reasons why the telecommuting program will improve performance and productivity. Quality, performance, and operational resilience are the goals.
• Definitions and terms. “As you’re structuring your policy, the first thing you want to do is be very clear about what teleworking looks like. These definitions help you with that.” Dayna Fellows told us in a recent CER webinar. It is important that the business definition of telecommuting is clearly stated. One definition to consider might be: telecommuting is the opportunity to complete regular job responsibilities on certain days from an approved alternate work site. The definition should outline what type of telecommuting is allowed (i.e. regular, medical, ad hoc, unscheduled, etc.)
• Eligibility factors. “This is one of those things that really addresses a lot of management fears.” Fellows noted. Managers are often concerned that too many people will want to telecommute, and not every job is well suited for it. They’re right—and this is why you’ve got to have eligibility factors in place. It should be emphasized that all responsibilities (accountability, performance, availability, quality, productivity, responsiveness) have to be met. Other eligibility factors include:
  • Job type. Which jobs are eligible? Can even a portion of the work be done remotely?
  • Performance level. What performance level is required? You need to be able to say that someone who is not performing at a certain level is not eligible—this addresses manager concerns. Consider noting what performance rating is required and spelling out that an employee with recent formal disciplinary action will not be eligible.
  • Time in position. How long does the employee have to be in their position before becoming eligible?
  • Availability of an appropriate alternative workspace. What office space must they have available? (Address operational and security needs).
• Time and attendance practices and recordkeeping. Another manager concern is the inability to reach employees when they’re telecommuting. This should be addressed with a clear policy outlining both attendance (including recordkeeping of absences) and expectations such as:
  • Core business hours. Can the employee choose what hours they work on a telecommuting day?
  • Timekeeping (including leave, PTO, etc.). Is overtime allowed on a telecommuting day?
  • Responsiveness. Will there be consequences if the telecommuting employee is unable to be reached?
• Roles and responsibilities for supervisors and staff. In this part of the policy, be clear on roles and responsibilities, especially as it relates to the conversations the telecommuting employees will have with supervisors and team members. This reiterates the need for responsiveness. Also outline meeting expectations and other rules for work time.
• Viable, approved remote worksites. Remember that an alternative work site may or may not be the employee’s home. It might be community office space, for example. But it should be approved in advance. It shouldn’t be too far away in case the person does need to come in. The employer will need to have specific minimum parameters that address the office setup, security, technology, safety, zoning, taxes, and liability.

  The approved alternate worksite will need to be free of distractions and conducive to work. Public places are often not good options because there is little to no control over security (unsecured network, unsecured documents) and these places often have a lot of noise and distractions. It is also important to note in this section that telecommuting is not a substitute for having reliable dependent care. Teleworkers should not act as caregivers for dependents or others during working hours; dependents may be present, but must be under the supervision and care of an appropriate dependent care provider so that the office space maintains all of the items above—including being free from distractions.

• Who pays for what. Determine in advance and note in the policy who pays for internet, the portion of the home space that is now office space, the electricity used, phone use, and any other relevant costs associated with telecommuting.
• Technology aspects (equipment, access, and security). The policy should note what equipment is allowed to be used. Ensure security is considered. Is high-speed internet access required? Will the IT team need to provide access to company programs on a home computer? What cloud-based applications will be used? What about collaboration tools?
• Maximum number of days. When outlining the telecommuting policy, be clear on the parameters. For example, how many days per week will it be? This is especially important when you’re first starting out. Starting with a pilot program is advisable. You can always add more days, but taking them away is tougher. This is also a good place to note the policy on requiring employees to occasionally report to the office on scheduled telecommuting days or on days where the telecommuting office is unsuitable.
• Training requirements. Offer and require training for prospective teleworkers and managers. This training might include:
  • Business drivers
  • Policy and procedures
  • Performance management practices
  • Collaboration tools and expectations
  • Work planning
  • Problem solving
• Application/Agreement process. You definitely want to have an agreement with each telecommuting employee. Have the prospective telecommuting employee make the business case of how they will do their job as well or better. Be sure the application captures the details such as the location, schedule, and equipment. This is also a place to reiterate the telecommuting terms and conditions and to build in a renewal process. Include conditions for curtailment or termination.
• Continuity of responsibilities. Spell out your continuity of operations (operational resilience) plans. You may need to specifically state that the program is being implemented for operational resilience and that means the telecommuting employees may be asked to work on a day that not all employees work. (Such as when a teleworker can work during bad weather, whereas an employee who cannot telecommute cannot).

The above information is excerpted from the webinar “Flexible Work Scheduling and Telecommuting: Practical Strategies for a Productive Workforce.” To register for a future webinar, visit CER webinars.

As founder and president of WorkLife Performance, Inc., Dayna Fellows offers more than 30 years of experience in professional development, performance management, and work/life programs and policies, with particular focus on managing telework and virtual teams. She is a national spokesperson on the challenges and rewards of a flexible workplace.