2. DISCUSSION ON BEING AN EFFECTIVE TELEWORKER Telework or Not?

3.  “The term “telework” or “teleworking” refers to a work flexibility arrangement under which an employee performs the duties and responsibilities of [his/her] position, and other authorized activities, from an approved worksite other than the location from which the employee would otherwise work.”  Agencies define “telework” in different ways. At FNCS, we collapse all situations involving “telework” into that term. We now have three major categories:  Part-time  Full-time  Expanded  Telework is simply a way of getting work done efficiently and effectively while communicating from a different location 2 What is Telework?

4. History of telework  People have been working from alternate locations, and under similar arrangements, well before the “telework” framework began to evolve.  Informal arrangements lacked regulatory structure  No standardization within/across parts of the Agency  Original Authorization/Regulation  Public Law 106-346 (2000)  – Required all Agencies to develop telework policies 3 History of Telework

5. History of telework  Other Authorizations/Regulations  Public Law 108-199 (2004) Section 627 Public Law 108-199 (2004) Section 627  Required Departments to devise telework programs and identify a Department Coordinator  Public Law 108-447 (2004) Public Law 108-447 (2004)  Required specific agencies to achieve specific telework participation levels  Recent Mandate/Regulation  Public Law 111-292 (2010) – Telework Enhancement Act Public Law 111-292 (2010)  Strengthened previous laws  Created new management requirements regarding eligibility and the need for telework agreements  OPM Weather and Emergency Related Dismissal Guidance OPM Weather and Emergency Related Dismissal Guidance 4 History of Telework

6. Benefits for the Employee  Increases flexibility in juggling work and home life allowing for child-care/elder-care arrangements through alternative work hours  Allows employee to work when they are more productive (i.e. some employees have more energy working in unconventional work hours), setting their own schedule and pace  Less sick time -- teleworkers may be able to work a few hours when sick rather than taking entire sick day; Employees can often telework during recuperation of illness or surgery when coming into a traditional office would not be an option  Increases productivity when focus is solely on the work (less meetings, less interruptions)  Savings on gasoline and other commuting costs  Savings include lunches at home and lower costs for reduced business wardrobe  Creates more control for the employee over their work environment  More personal time when not commuting daily  Boost morale through added benefits  Creates fair and accurate work performance evaluations based on productivity and quality of work rather than by clock-punching 5 History of Telework Discussion Point: What types of jobs or types of people are ideal for teleworking?

7. Benefits for the Employer  Increased Productivity: Employers that allow Teleworking see an increase between 10% and 40% in productivity from their employees, although 10%-20% is a more accurate number.  Decreased Absenteeism: Employees who telework take, on average, four fewer sick days a year than employees who do not. Employees who Telework are less likely to go to a Dr. appointment and take the rest of the day off.  Improved Morale: Employees who are allowed to Telework by their manager are most likely to deem it as a perk; in turn more likely to remain positive in their position and produce an increased workload.  Decreased Overhead: Telework can significantly decrease overhead costs associated with leased office space, equipment and parking.  Retention and Recruitment Tool: Telework is an attractive benefit when attempting to retain your employees as well as a tool to lure skilled professionals to join your team. 6 History of Telework Discussion Point: Who is the ideal manager for supervising telework?

8. Seamless Communications  Seamless Communications  Timeliness and Responsiveness  Methods of communication  Business Rules  How business is conducted  Business etiquette  Expectation  Depends on the “Reality” of the work environment 7 Discussion Point: What’s needed in this unit to get the job done, well?

9. High Functioning Telework Team Dynamics 8 Shared Vision and Goals Strong Interpersonal Relationships Effective Communications Discussion Point: Can someone share a positive or negative experience with Team Dynamics?  This is not location specific and applies no less in a ‘telework” environment

10. Effective Communications More important than ever since the supervisor cannot always “see” what you are working on! 9 Effective Communications How does your supervisor communicate with you now? PhoneElectronically Drop by cubicle Yell down the hall Meetings Passive Information Sharing

11. Avoid Imbalance  Seamlessness Principles Seamlessness Principles  Telephone usage --same as office, readily accessible -- Soft Phone --responsive, return calls -- voice message if unavailable for a stretch  Computer and office equipment usage  --yours or ours, Citrix or [E]VPN  Communications technology  -- Office Communicator  -- Live Meeting, VTC  -- Polycom  Leave usage  Checking up 10

12. Self Assessment  Do I have a sufficient amount of portable work for my allocated Telework days?  Am I able to work independently without the close supervision of management?  Can I communicate with manager, co- workers and customers while maintaining a seamless transition from on-site to off-site?  Do I have a suitable environment that will be conducive to my daily tasks?  Am I able to maintain flexibility with my Telework arrangements, in order to meet the demands of my manager, co-workers and customers? 11 Discussion Point: Are you a good candidate? Why?

13. Scenario  Q: As a supervisor, I have a lot of concerns about people teleworking. Let's face it – you can't really know what your employees are up to when they are sitting at home while they work. How can I be sure that they are getting the job done and not doing personal things? What about customer service? If a customer needs an answer quickly, how can I be sure that our teleworkers will respond?  A: Discussion among Associates 12

14. Takeaways Telework is NOT one size fits all – it requires active and sustained commitment to make it work! You should be working to support effective telework arrangements. Customers, co-workers and stakeholders will judge our success in advancing mission objectives. They are why we’re working. They don’t care where we’re working, if we get it done. 13 Success