Telecommuting not right for all employees, firms

Beth Ipock, PHR, is communications chair for Springfield Area Human Resources Association, an affiliate chapter of the Society for Human Resource Management.

The workplace has seen significant changes since we started earning a living. Surely you remember the IBM Selectric, carbon paper, mimeograph machines and copiers with toner cartridges that had to be refilled manually what a mess! Everyone came to work at the same time and left at the same time. Salesmen could be gone for a week at a time with no one ever hearing from them.

Now we have desktop computers, laptop computers, handheld computers, cell phones, color printers, flextime, job sharing and telecommuting. Life in the office certainly has changed!

As employers consider some of the new-fangled options for worker schedules, they should carefully review some key issues.

Telecommuting, for instance, looks like a win-win for both employer and employee on the surface. Depending on the number of employees, a telecommuting program could save the employer significant costs in rent by reducing the square footage required for employee workspaces.

However, telecommuting has some negative aspects for the employee that may outweigh the perceived benefit. Many telecommuters feel isolated and out of the loop of inter-office communication. Many also feel they can't get away from work because it is in their home. Some polls also show that telecommuters actually put more hours in during the week than they would in the traditional work environment.

Working parents of small children need to consider whether they can give the child the care needed while working. A good question to ask is, "Would I allow a day-care employee to care for my child in the way I will have to if I am working at home?"

Telecommuting is not a good fit for every employee. It requires self-discipline to tune out the comforts and callings of home in order to focus on the work at hand. This is particularly true if the telecommuter needs to be available during the business's regular work hours. A person who requires extensive supervision or direction in the workplace is not a good candidate for working at home.

When considering telecommuting as a possible option, employers should ask themselves several questions.

Do we have any job functions that can be done effectively away from the main workplace? If so, which ones? Jobs that require extensive interaction with coworkers, customers or vendors will not be good matches for full-time telecommuting. Perhaps a part-time telecommuting arrangement would be more appropriate.

Do we have the technology in place to do this? i.e. computer network, reliable modems, tech support for computer and dial-up problems.

Will any employee in the determined job functions be allowed to telecommute? Or will they have to have a certain time period in the office to prove their ability to work independently and be self-disciplined?

If an employer decides that some telecommuting would be beneficial, the employer should draft a policy that covers items such as:

Which job functions are eligible for telecommuting?

What criteria must an employee meet to be eligible for telecommuting?

Which equipment will the employee provide and which will the employer provide? (Computer and peripherals, desk and other office equipment, phone line, fax, etc.)

How often does the employee need to be in the office?

How does the employee clock in and out? Will his/her work hours change? Does the employee need to call in when sick?

How will the supervisor appraise the employee's performance?

Becoming a modern office employer doesn't happen overnight. Owners and managers should take their time in considering all the factors in order to make the transition the positive benefit they intended.