Telework Program Questions 
Teleworker Questions 
TeleManager Questions 
Why invest in an employee's home office?

Program questions that InteleWorks and its publications can answer:  

• What two or three compelling program drivers will determine the focus of your program? 
• What are typical startup costs and what hidden costs should be expected or avoided?
• What likely effect will telework have on your primary business and competitiveness?
• How will telework be leveraged to support or accelerate current strategic initiatives?
• What are the potential risks and and liabilities, and how will they be minimized?
• What kind of return on investment can be expected from your telework program?
• Who will be responsible for managing, supporting and driving the program?
• How will you gain the acceptance and support of middle and upper management?
• How will you prevent costly corkers' compensation claims by teleworkers?
• What kind of training should be provided to TeleWorkers and their managers?
• What is the potential for program failure and what are the consequences?
• How will telework disputes be equitably settled?
• How will the IT Staff support teleworkers?
• What tax incentives available to the organization?
• How will telework impact teamwork and workgroup cohesion?
• How will teleworker productivity be measured and how will it affect non-teleworkers?

• What criteria will you use to select employees for telework?
• How will you respond to an individual who should not telework applies to work from home?
• What kinds of tools will be used to know if TeleWorkers are really working?
• How will telework activity and performance results be measured and reported?
• What will employees, customers, and the public be told about your program?
• What equipment and services will the organization provide to TeleWorkers?
• What are some signs that telework is adversely affecting a TeleWorker's personal life?
• What work group goals and expectations should be set as a TeleManager?
• What management skills should be updated to effectively manage remote workers?
• How can communication skills improve as a result of managing telework activity?
• How will a team atmosphere be maintained with TeleWorkers?
• How will remote workplace injuries or equipment thefts be handled?
• How will telework activity be regulated to assure adequate main-office coverage?
• What are some ways to prevent workload from shifting to non-TeleWorkers?

• How will TeleWorkers' work hours and overtime be handled?
• How “professional” does the home office have to be?
• What will determine the frequency and hours of telework?
• What are the restrictions for child care and elder care while teleworking?
• What safety, comfort and ergonomic standards will need to be met?
• Should you require home office inspections?
• What remote work equipment and services will be required and who will pay for it?
• What kind of telework activity records should be kept?
• How will you ensure compliance with safety, security and equipment recovery goals?
• What tax benefits are available for a home office?

In today's business environment with instant global communications and a customer service orientation, a couple of inches of snow is a flimsy excuse for delaying an order, a delayed response to a complaint or a legal matter requiring immediate attention. Especially after the challenges presented by the September 11 disruptions, executives must look seriously at investing in remote work for at least its critical employees. Consider the following ten reasons that employers should invest in home offices for qualified employees::    

1. To get more work out of employees: The main office is a terrible place to work because of constant interruptions. The home office is an ideal place to work on projects requiring uninterrupted time. Telecommuters tend to work more efficiently and longer hours than their office-based counterparts. 
2. To keep the good employees: Telecommuting is becoming quite common among the most sought-after employers. If an employer wishes to remain competitive and keep driven knowledge workers, they should invest in home offices. 
3. To hire the best graduates: Nearly all recent college and university graduates have spent their entire student time as a mobile student, fully expecting the opportunity to become a mobile worker. 
4. To reduce expenses and valuable IT work hours: It is less expensive to support common equipment than a users’ choice. As the number of telecommuters increases, the cost of supporting them will increase as well but will be minimized with the use of standard equipment and software organization-wide. 
5. To reuse surplus furniture and equipment: It can be more economical to provide surplus furniture and equipment to telecommuters than it is to store or liquidate it. 
6. To assure telecommuters have consistent service: A telecommuter forced to make a personal home office investment may take technology shortcuts and use low-quality, inconsistent service, potentially reducing efficiencies gained through remote work. 
7. To reduce absenteeism: There are plenty of sick people in the main office. Working away from the office reduces the exposure of the best employees to illnesses that can cause down time. 
8. Reduced real estate costs: Many large employers have invested in employee’s home offices, shifting a significant overhead burden from the company to the employee. 
9. Improved employee morale: Making an investment in telecommuters sends a message to the best employees that they are trusted, appreciated, and worth the investment. 
10. To assure that key employees can remain productive when roads are impassible: Organizational productivity no longer needs to come to a halt during snow storms or debilitating traffic jams. 

SOURCE: Telecommuting Success: A Practical Guide for Staying in the Loop While Working Away from the Office by Michael Dziak is available at book stores nationally. See Amazon.com for recent reviews, sample pages and a substantial purchase discount. Click here for more details.