Telecommuting is a benefit employers can offer to their top staff to provide them with more flexibility for managing their work-life issues. The challenge, however, is how to implement an effective telecommuting policy that helps, rather than hinders, productivity.

When implementing a telecommuting program, most organizations will evaluate several qualitative areas: the cost-benefit of implementing a program; technical aspects, including the equipment and resources needed; policies, procedures and practices that need to be put in place; and compliance with OSHA requirements (safe working conditions within the home). While addressing these areas is a good start, it does nothing to ensure a "virtual worker" is being managed effectively. Telecommuting programs that fail often do so because they neglect to address issues beyond the basics. In addition to the qualitative areas listed above, employers should consider several other factors before implementing a telecommuting program:

The Right People in the Right Position
Before jumping on the telecommuting bandwagon, it is important to evaluate the telecommuting candidate's performance and work ethic, and the position's responsibilities. Not all people are suited for telecommuting. Candidates for telecommuting should be self-motivated individuals who can work independently without supervision and who have a proven record of above-average performance.

Telecommuting does not work well with individuals whose performance has been sub-par. Similarly, not all positions are suitable for telecommuting programs. The best positions for telecommuting are independent, results-oriented positions where performance is measurable by outcomes. Candidates also should have some decision-making authority. An example would be a tax accountant who is responsible for completing clients' tax returns. The outcome, completed tax returns, can easily be reviewed for accuracy and timeliness. Because the outcome (completed tax returns) is essential, not the process to complete it, the tax accountant's position has potential for a telecommuting arrangement.

Clear Expectations
Organizations that successfully implement telecommuting programs have one important characteristic in common: the ability to clearly communicate their expectations. Firms that thoroughly explain their performance expectations to the employee and understand the employee's ability before starting the program have better success rates. The manager needs to outline both the quantity and quality of work expected from the telecommuting employee. The parameters of the working relationship also need to be defined, including work hours, methods and frequency of communications with the office, and the costs that will be reimbursed.

Continuous Communication
Telecommuting is not a one-way street. Communication does not stop once the program's expectations are laid out. Communication among the telecommuter and all involved individuals, whether managers or fellow employees, must be continuous. Telecommuting programs only work when telecommuters are kept aware of work status, provided with performance feedback, and kept informed about other areas in which they would normally participate if still working within the office. Telecommuters, in turn, need to keep their employers and associates up-to-date.

Effective Management
Effective managers of telecommuting employees are not much different from other good managers. The success of a telecommuting program depends upon the ability of managers to excel in several key areas. They need to be results-oriented; they need to consistently review finished work to evaluate the performance of telecommuting employees; and they need to make sure that their telecommuting employees continue to feel like part of the team and receive the information they need to get the job done. Managers also should have an open-door policy that not only allows, but encourages, employees to talk with them, and to effectively coach and mentor employees whether they are in the same office or not. Additionally, effective telecommuting managers provide timely performance feedback to all their employees.

Training Increases Success
For many firms, developing and implementing a telecommuting policy is an uncharted course that forces them to evaluate how they manage, coach and mentor their staff. Telecommuting employees must learn quickly how to manage their workload and to retain their sense of being part of the firm. And both firms and employees must develop a new mindset to replace the traditional employment relationship. Training is a useful tool for helping employer and employees alike to understand what is expected in this new relationship. Training tools and training courses are offered by human resources consultants who specialize in the area of telecommuting.

Know When to Call It Quits
Sometimes, even with the best planning and implementation, a telecommuting relationship may not work. The position or the person may not be the right fit, or the firm just may not be ready for such a drastic change. If the variables that are creating an ineffective program cannot be easily changed, then it's time to deal with the inevitable. Any new program involves risk, and future success depends upon being able to recognize and deal with what is not working. It pays to know when a telecommuting relationship has run into problems and when it's time to pull the plug.

Telecommuting is often viewed as "bringing the work to the worker." But it's much more than that. To have a successful program, firms need to be able to look beyond the policy and procedures of telecommuting to the human-relations side of managing virtual workers. Addressing the six areas identified above will help to ensure that your telecommuting program's virtual workers are productive, effective and well managed. 

ANGELA K. BLUM is Director of Human Resource Consulting for Sax Macy Fromm & Co., PC, in Clifton. The Human Resource Consulting Group specializes in talent assessment, executive search, compensation consulting, performance management, and development and review of HR departments and programs. She can be reached at 973-472-6250, or ablum@smf-cpa.com.