Telecommuting... The Pros of It - Part 1
By Susan Samson-Liebig
AWSS Newsletter, April 2000

Telecommuting (flexible/alternate worksite or telework) is becoming more mainstream for today's workforce. In order to keep valuable employees, managers must start to consider ways to improve the quality of worklife and provide environments to help employees balance work and personal/family life. Telecommuting may be the best option for young people just starting the workforce and trying to raise a family, for older working adults who now are faced with caring for an elderly or ill parent, and dual-career families who have to be flexible in their worksites. There are many other situations that can require the utilization of telecommuting. Telecommuting is facilitated by the latest technologies, new approaches to human resource management, and changes in the nature of the work. It is well known that many workers can perform their duties from virtually anywhere given the latest technology. The private sector is making big strides in implementing family friendly work arrangements whereas the Government, on the other hand, has some catching up to do.

As background for those working for the federal government, on July 21, 1996 the White House issued a memorandum for the Heads of Executive Departments and Agencies regarding the implementation of the Federal Family Friendly Work Place. This memorandum was to implement the goals of the Presidential Memorandum of July 11, 1994 which targeted transforming the culture of the American workplace so that it supports employees who are devoted to their families. The result of this would be greater cost efficiency, increased worker commitment and productivity, better customer service, and improved family life. The President's Management Council in January 1996 set a goal by fiscal year 2002 of 160,000 federal government workers to be participating in the telecommute program. Telecommuting would save the Government at least $2 billion in costs associated with office space. As of the end of FY1998, 73% of the Agencies were participating; however, this program (of all under the Federal Family Friendly Work Arrangements) received the largest number of employee complaints. The primary reason was lack of supervisory approval to participate.

Management styles will have to change to facilitate telecommuting. The style of "looking over the shoulder" as in the past does not have a place in today's workplace. With the use of teleconferencing and other technologies available, employees can have staff meetings and perform duties from remote locations. Denial of approval for participation based on lack of daily face-to-face contact is no longer a valid excuse given the technology available today.

There are many scenarios for successful telecommuting. For example, there are telecommuting centers where an alternate worksite is shared by two or more agencies or companies to provide work space nearer to employees homes; home-based telecommuting; and arranged worksite at a main office of another Agency. Also, there are many resources available to help companies and Agencies succeed. There are seminars to train managers on how to manage employees in alternate worksites to companies that will help set up alternate worksites. The support is endless. A search on the Internet will lead you to web sites to get help and information.

As women, we face daily the issues of being working moms, trying to stay in the workforce to help support our families, and being a role model for young girls and other women. These are important issues in today's society. In the August newsletter, I will continue by sharing my own personal experience as an NRCS employee with telecommuting, how it is working, and the fight I pursued to get approval to participate in the program.