Worklife Basics | Worklife Programs | For Managers | Worklife Resources | Employee Assistance Program (EAP)
Definition |
“Telecommuting” is paid employment performed at a satellite location for an agreed-upon portion of the workweek. The satellite location could be:
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Experience |
The Department’s telecommuting experience has consistently been positive. Supervisors and participating employees alike have shown flexibility, cooperation, creativity, and initiative. There are some misconceptions as to whether telecommuting is appropriate for certain occupations. For example, supervisors in offices with heavy litigation workloads may believe that telecommuting is incompatible with the nature of attorney work. However, litigators in the Department, as well as other Federal agencies, successfully telecommute. Their supervisors report improved morale, and consistently high-quality work products. For examples of successful telecommuting programs and experiences, in the Department and other agencies, contact the Department’s Worklife Program Manager at: (202) 353-9278 or by visiting the Department’s Worklife Web page. |
Benefits |
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How to apply |
Note: Authority for approving telecommuting requests vary among DOJ components. Please contact your Component Worklife Coordinator to determine the correct process for your component. |
What if problems arise? |
Telecommuting is not a right. A supervisor must decide whether a particular position is appropriate for off-site work, based on an analysis of the work and the employee’s performance. Because this is a supervisory work option, there is no automatic right of the employee to continue participation in the event of a change of supervisor. However, the Department expects managers to make reasonable decisions. A successful telecommuting arrangement should not be suspended in the absence of defined operational or regulatory concerns. Before an employee begins to work offsite, the supervisor should establish procedures to minimize the adverse impact on other staff members. One person’s offsite work should not adversely affect the performance of other employees, or put a burden on staff remaining in the office. Not only should an equitable distribution of workload be maintained, but methods should be instituted to ensure that co-workers do not have to handle the telecommuter’s work. If the supervisor believes that a telecommuting arrangement is not working well (e.g., the employee’s performance declines, or participation interferes with organizational needs), he/she has the right to end an employee’s participation. However, a minimum of 90 days participation should be allowed to provide employees and supervisors a reasonable period of time to determine the impact of the telecommuting arrangement. |
The bottom line |
With proper oversight and planning, telecommuting can be an extremely valuable tool for accomplishing the work of the Department while fostering improved employee morale and productivity. |
For more information |
For a more detailed discussion, consult the Department’s Telecommuting Guide. GSA’s Interagency Telework/Telecommuting Site provides additional information, including the locations of the Telework Centers. |