Trust is the Key Issue in Teleworking

Hurricane Ike hasn't even hit yet and has caused a 20 cent spike in gasoline prices, highlighting the need for businesses and employees to find alternatives to the daily commute.

Telecommuting has become more and more popular in the face of energy costs, globalization and other forces. But many employees still find resistance when they ask for a work-at-home arrangement.

Interestingly, today the AP ran a story - Bosses Worry if Telecommuters are Really Working. hitting the nail on the head of the key issue in teleworking or working from home. Most bosses don't trust their employees. Many bosses won't say so in so many words, but one did in this article, voicing an opinion that many, many bosses have but may or may not say outright.

Lloyd Princeton, the president of Design Management Co., said "The biggest issue I have is tracking time and knowing when he's working . . . The doubt starts to happen when he has offsite meetings -- various doctor appointments or the vet." Of course, most of us juggle personal appointments with our daily grind even if we work in an office, but it makes bosses feel better when they can see us come and go.

I think this is probably compounded when popular books like the Four Hour Workweek advise employees to manipulate their output to make it look like they're more productive while working at home than working in the office. Author Tim Ferriss may have done "the cause" more harm than good for the with that little gem.

So, where does that leave you as a work-at-home employee or an office dweller that wants to negotiate a work-at-home deal?

Clearly. trust is the key.

Here are some thoughts on how to build trust with your boss:

• Show commitment to your job and your team. Never let anyone down that's depending on you for something, including your boss.
• Quantify your output. Create and email regular status reports, even if your boss hasn't asked for them. A good format is to list tasks you expect to achieve this week, and then use the same list to report on progress the following week, followed by a new list for the new week.
  
• Maintain a transparent schedule. Don't make anyone come looking for you or wonder where you are.
  
• Find out your bosses favored method of communication- some dislike email, instant messaging, or phone. Use what they prefer, not necessarily what makes the most sense to you. If your boss isn't happy with the way you're communicating, you're wasting your time making the effort.
  
• If you do work at home, make sure you sound professional on the phone during working hours. Make arrangements for kids, dogs, and others in your home, and have a quiet room or office where you can do business uninterrupted.
• Maintain "face time" in one way or another - when ARE in the office, be very visible. Walk around and make small talk with everyone. Get a camera for your computer so that you can do instant messaging from home. People believe what they see.

Some ideas to build trust with your employees:

• Set expectations and model good behavior. Be a team player, make sure decisions are made for the good of the project or the company rather than individuals.
  
• Set up a system that quantifies output in an objective way. Set up a format for status reports that works for you and makes it easy for you to see what is (or isn't) getting accomplished.
  
• Maintain a transparent schedule. Set up a web-based or software-based calendar program so that you can see who is "on duty" at any given time. Enforce its use.
  
• Set checkpoints using your favored communication vehicle. (Phone, email, IM, etc.)
  
• Set expectations that anyone who works at home has agreed that other responsibilities (kids, pets, etc.) are taken care of some other way and don't become an excuse for not getting work done. (Within reason- of course if there's an emergency your employee would leave his cubicle to take care of the situation - expect the same at home.)
  
• Arrange for bonding time with your team on a regular basis - weekly or monthly meetings to ensure communication is good and some healthy socializing takes place. People communicate better, and have more accountability to, people that they see on a regular basis.
  

Whether you're the boss or an employee, the best way to ensure your work at home privileges is to work on trust.

Getting More Done by Not Going To Work

I have the best boss in the world.

She doesn't let the trappings of authority get in the way of reason and practicality.

As a product manager, I attend a lot of meetings during the week. I also accrue a lot of action items from the meetings, and I'm responsible for doing long-term planning and strategy that is hard to do in a cubicle with a lot of distractions.

About a month ago, I started working at home on Thursdays. This happened to be the day that was lightest on meetings, and the one regular meeting I have on Thursdays is a call-in with people in another city, anyway. So for the last month my productivity has gone through the roof. And I'm more relaxed and have more time for people at work.

Now everything I come across that requires concentration and doesn't require collaboration with others goes on my "Thursday List." This includes at least an hour of brainstorming and future planning that would NEVER get done if I were in the office. I get a lot of items checked off my list on Thursdays, since I have almost eight hours uninterrupted (I do answer the phone and check email several times during the day so that I'm available for those weird little emergencies that always happen.) And I'm less stressed about getting work done during the week, so I'm free to linger and chat after meetings and I'm more welcoming to visitors to my cube who drop by with an idea or a concern.

As we all know, those conversations are often the most enlightening and valuable part of the day.

The expensive gas I save, the fact that I'm not adding to the summer smog, the extra hour that I'm not spending in my car, and being able to work in jeans and sneakers is a beside the point as far as my boss is concerned, but it means a lot to me!

For some tips on how to make telecommuting work for you, see Virtual Teamwork - Long Distance Collaboration on the Ravenwerks site.

Have a great day!

Work at home agreements

I was asked by a friend for input on a work at home agreement, and thought it might be helpful to our readers (those who work at home and those who manage people who do.)

A good work at home agreement could be a simple checklist or a more formal document, depending on the needs of your organization, but it should include most of the following, depending on the circumstances:

• What days/hours of the teleworker's regular schedule can be worked at home?
  
• Are they discretionary or mandatory? (If you're sharing office space it would be awkward if both showed up to work in the office at the same time.)
  
• What tasks can be done remotely, and which need to be done in the office?
  
• Under what circumstances should the teleworker be called into the office?
• What hours does the teleworker need to be available by phone and/or email?
• What meetings should the teleworker attend in person?
  
• Will the company supply any equipment (laptop, phone, etc.)
  
• Will the company reimburse for expenses such as phone calls, internet bills, faxes, postage, etc.?
• Are status meetings or check-in points required? (This might be a good idea, especially for new teleworkers or new managers of teleworkers to ensure that objectives are being set and met.)
• Is it okay if the teleworker works irregular hours? (Do you care if he's golfing all day and working all night, for example.)
  

The more of these things are worked out in advance, the less potential for issues later.

Best wishes,

-Paula