Published on Wednesday, Apr 04, 2007
REMEMBER the laptop advertisement where a young woman is teleconferencing with her boss only to have the 'office' backdrop fall off and the real surroundings are revealed. The boss' eyebrows shoot up as she is actually at a swimming pool.
This puts a comical twist to managers' newest and most profound dilemma - managing teleworkers. But we cannot belie the gravity of the issue. After all, managing employees when they are in front of you is tough itself. Then, imagine getting them to put in their best when they are `invisible' - at home or elsewhere.
Flexible work arrangements have become the order of the day as more people prefer to work from the comfort of their homes either part-time or full time. Employers cannot deny legitimate requests for flexi-work as they may lose valuable employees. As such, the manager ends up with the bane of managing telecommuters' work virtually.
Monitoring teleworkers is difficult indeed. However, managers can make telecommuting work for them with the right attitude and management style. Here's how:
Dispel false notions
Most managers harbour blind assumptions in the vein of, `If I can't see them, how do I know that they are working?' They have to remove such blinkers that spell a negative approach. Even if people are `working in their pyjamas' they can be equally if not more dedicated than regular office workers. In fact, numerous studies show teleworkers are 15-30 per cent more productive when working from home. The home-based workplace can foster greater productivity because it's quieter and there are fewer distractions and interruptions.
Spell out the rules
The company should enter into a written agreement with teleworkers to establish benchmarks from day one. Managers should specify their rights and obligations as well as agree on clearly defined performance expectations, goals, deadlines and evaluation criteria.
Since the teleworkers have greater scope for treachery, the contract should strictly prohibit disclosure of confidential information like company know-how, product design and marketing plans. They should also provide the right tools like high-speed Internet connections to avoid any delays.
Communication ahoy!
Success of teleworking depends largely on the quality of communication with superiors. Managers should stay connected with their teleworkers for regular updates of work, guidance and approval.
Online collaboration tools facilitate staying in touch, or the telephone option is always available.
What is important is to clearly establish the frequency (daily, weekly, fortnightly) and mode (phone, e-mail, voicemail).
Scheduling accessibility is crucial, as the manager is available during the day while the teleworker may work even at night.
Keep them up-to-date
Disconnectedness surfaces as teleworkers may not be aware of things happening in the office. Managers should keep them abreast of company news and collaborate with them on important issues.
They should be involved in periodic updates and meetings either in person or through teleconferencing. Getting the rest of the staff to maintain ties is just as important too.
Cut some slack
Managers should not hold teleworkers to higher standards than their normal employees.
There is always the possibility of errors and/or delays, even if people work from home. Supervisors should be fair and sensibly enforce realistic performance yardsticks.
The right track
Appraisals should focus on results and not on time spent as teleworkers may space out work amidst household chores, exercising or tending to children or to cater to the problems which made them opt for the mode.
What is important is that telecommuters should meet their commitments, i.e. get the work done on time and according to specifications.
As Roger Herman, CEO of a strategic business firm and author of Keeping Good People says, "One of the key challenges for managers is the shift from activity-based management to results-based management. You are not going to know if these people are sitting at their desk at 8 a.m., or how many breaks they are taking.' But, if the work performance slips, managers should immediately reel them in."
Playing it safe
To be doubly careful, managers should assign finite projects with a specified end-date to teleworkers.
As Timothy Himes, Vice President of Willow CSN, a US-based call centre outsourcer whose home-based customer service reps take calls for major corporations, says, "Managers should not forget tried-and-true techniques - provide clear instructions, deadlines, interim checkpoints and regular feedback. Build in regular progress reports."
Also, they should grant work-from-home perks to diligent and trustworthy employees only.
Telecommuters can make valuable contributions to the team provided they are managed right. Also, managers can stay on top of teleworker productivity and company profitability by planning and implementing strategies carefully. A win-win for both!
This puts a comical twist to managers' newest and most profound dilemma - managing teleworkers. But we cannot belie the gravity of the issue. After all, managing employees when they are in front of you is tough itself. Then, imagine getting them to put in their best when they are `invisible' - at home or elsewhere.
Flexible work arrangements have become the order of the day as more people prefer to work from the comfort of their homes either part-time or full time. Employers cannot deny legitimate requests for flexi-work as they may lose valuable employees. As such, the manager ends up with the bane of managing telecommuters' work virtually.
Monitoring teleworkers is difficult indeed. However, managers can make telecommuting work for them with the right attitude and management style. Here's how:
Dispel false notions
Most managers harbour blind assumptions in the vein of, `If I can't see them, how do I know that they are working?' They have to remove such blinkers that spell a negative approach. Even if people are `working in their pyjamas' they can be equally if not more dedicated than regular office workers. In fact, numerous studies show teleworkers are 15-30 per cent more productive when working from home. The home-based workplace can foster greater productivity because it's quieter and there are fewer distractions and interruptions.
Spell out the rules
The company should enter into a written agreement with teleworkers to establish benchmarks from day one. Managers should specify their rights and obligations as well as agree on clearly defined performance expectations, goals, deadlines and evaluation criteria.
Since the teleworkers have greater scope for treachery, the contract should strictly prohibit disclosure of confidential information like company know-how, product design and marketing plans. They should also provide the right tools like high-speed Internet connections to avoid any delays.
Communication ahoy!
Success of teleworking depends largely on the quality of communication with superiors. Managers should stay connected with their teleworkers for regular updates of work, guidance and approval.
Online collaboration tools facilitate staying in touch, or the telephone option is always available.
What is important is to clearly establish the frequency (daily, weekly, fortnightly) and mode (phone, e-mail, voicemail).
Scheduling accessibility is crucial, as the manager is available during the day while the teleworker may work even at night.
Keep them up-to-date
Disconnectedness surfaces as teleworkers may not be aware of things happening in the office. Managers should keep them abreast of company news and collaborate with them on important issues.
They should be involved in periodic updates and meetings either in person or through teleconferencing. Getting the rest of the staff to maintain ties is just as important too.
Cut some slack
Managers should not hold teleworkers to higher standards than their normal employees.
There is always the possibility of errors and/or delays, even if people work from home. Supervisors should be fair and sensibly enforce realistic performance yardsticks.
The right track
Appraisals should focus on results and not on time spent as teleworkers may space out work amidst household chores, exercising or tending to children or to cater to the problems which made them opt for the mode.
What is important is that telecommuters should meet their commitments, i.e. get the work done on time and according to specifications.
As Roger Herman, CEO of a strategic business firm and author of Keeping Good People says, "One of the key challenges for managers is the shift from activity-based management to results-based management. You are not going to know if these people are sitting at their desk at 8 a.m., or how many breaks they are taking.' But, if the work performance slips, managers should immediately reel them in."
Playing it safe
To be doubly careful, managers should assign finite projects with a specified end-date to teleworkers.
As Timothy Himes, Vice President of Willow CSN, a US-based call centre outsourcer whose home-based customer service reps take calls for major corporations, says, "Managers should not forget tried-and-true techniques - provide clear instructions, deadlines, interim checkpoints and regular feedback. Build in regular progress reports."
Also, they should grant work-from-home perks to diligent and trustworthy employees only.
Telecommuters can make valuable contributions to the team provided they are managed right. Also, managers can stay on top of teleworker productivity and company profitability by planning and implementing strategies carefully. A win-win for both!
PAYAL AGARWAL
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