NFIB

Telecommuting: When Does It Make Sense?
11/ 12/ 2002

by Charles R. McConnell

Telecommuting isn't a radically new idea. Many salespeople and consultants have done it for years, working out of offices and visiting headquarters occasionally. In recent years, however, telecommuting possibilities have been significantly expanded and enhanced by advances in computers and telecommunications technology.

Whether full-time or part-time, telecommuters are regular employees of the business. They are decidedly not independent contractors or freelancers who are paid per piece or per job and excluded from employee benefits. Telecommuters are regular employees on the payroll of the business.

We tend at times to think of telecommuting as simple--just having an employee work at home rather than the office--but effective telecommuting is considerably more involved. Many employees might wish to work in telecommuting situations, but it's the business and not the employee that sets the criteria. Telecommuting isn't appropriate for employees whose primary duties involve direct interaction with customers on site, and it's inappropriate for people who work on team projects requiring regular employee interaction. And it shouldn't be considered for employees who have yet to prove themselves as reliable self-starters.

Telecommuting can't be a hit-or-miss proposition. It requires a consistent policy specifying:

• Where the telecommuter will work
• Work status, whether full-time or part-time
• Employee's hours--whether a traditional schedule or flexible
• The supplies and equipment the telecommuter will need

The individual in a telecommuting situation stands to benefit from reduced travel time and fewer transportation concerns, comfort of work environment and dress, freedom from interruptions, flexible hours and in some instances relief from child care concerns. Some professional and technical employees find that on telecommuting days they are more available for telephone consultation than when they're in a busy office. The business frequently shows a gain in productivity, reduces office expenses and reduces the strain on facilities and services. Some businesses have adopted telecommuting as a means of avoiding the addition of more space. Telecommuting can also aid in recruiting and retaining employees.

Telecommuting isn't likely to succeed with the employee who can't cope well with isolation from coworkers and the absence of traditional supervision. And the manager who is constantly--or, at the other extreme, never--checking up on the unseen employee will not do well with telecommuters. Managers inexperienced with telecommuting often fear they won't be able to monitor employee activities sufficiently, perhaps feeling they can't effectively manage people not under their full-time direct supervision. Thus the manager of telecommuters must necessarily manage by results, using goals, objectives and quotas.

Only you can decide if telecommuting is appropriate for your operation. But before going forward:

• Check with other business of comparable size and complexity about their experiences with telecommuting;
• Be certain what you want to do is consistent with your business systems (time reporting, payroll, etc); and
• For unionized employees, find out the union's stand on telecommuting and bring them into the process early.

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