FAQs - Manager Perspective
The telework policy requires me to give a denial in writing, and whether or not I OK a telework arrangement, to sign the form. Is there some time frame in which I have to do this?
The telework policy assumes that you will respond to a telework application within a reasonable amount of time, but does not dictate a specific timeline. We would propose that you respond within two weeks if at all possible.
If you have good business reasons for denying a telework arrangement, there should be no problem in discussing the denial – whether the denial is based on the individual employee's performance, or is based on broader concerns (i.e., the functioning of the workgroup or other unit, costs, etc.).
A telework arrangement can be denied as-is, but renegotiated. For example, if the employee requests a regular arrangement in which they work from home three days per week, and you feel that this leaves on-site staffing too thin, you can propose fewer days per week, or a more episodic schedule.
Not liking telework, or making the decision based on purely personal reasons, are not valid reasons for denial; and “sitting” on a telework request will create more problems in morale and performance than it solves.
Can I terminate or change a telework agreement once it's started? I might find that it's not working out after all, or there have been changes in the office (i.e. employee resigns or gets sick and we need someone to do work that is not portable).
Yes, you can change or terminate a telework agreement at any time. You must communicate with the teleworker and document the reason for a termination on the agreement/application form. If you simply need to change the arrangement, you should meet with the teleworker to work out the details, and then either revise or completely rewrite the agreement, depending on how substantial the changes are. All documentation of termination or changes to an agreement should be copied to your IC telework coordinator.
I'd like to allow my employees to telework, but can't afford to give them any equipment (or pay for a spot in a telework center). Is there some way to do this?
Not all telework arrangements require equipment. First, employees who wish to telework should assess their job duties and decide which of these duties need equipment (computers for connectivity, printers, fax, phone, etc.). Then they should assess which equipment they can provide themselves. And finally they should match these factors with telework frequency.
EXAMPLES:
Employee 1
ANALYSIS - For much of my work, I may need to access e-mail and voicemail, but only infrequently have to get into other NIH computer applications. If I have a computer at home, I can access web-based e-mail, and I can use my own telephone to access voicemail.
OUTCOME - I could probably telework regularly a day or two a week without any problem.
Employee 2
ANALYSIS - I need a high level of connectivity for most of my work, because it involves accessing NIH databases and being on the telephone at the same time that I am on the computer. I have a computer at home, but I do not have a high speed internet connection and I only have one telephone line. However, sometimes I have to catch up on reading journals, and I also write long reports.
OUTCOME - I could telework on an ad hoc basis when I have a full day's work that requires peace and quiet without needing much connectivity.
A few years ago I let an employee telework and I could never reach him when he was at home. I also didn't think that he was getting his work done. Since then I haven't let anyone else in my workgroup telework, because it's just too much of a hassle. Do I have to start granting telework requests from any employee who asks?
You do not have to start granting telework requests from any employee who asks, but you must have a business-based reason to deny a telework request. One bad experience is not a sufficient reason to deny all subsequent requests.
Business-based reasons can be based on the characteristics of the employee (for example, someone who needs constant supervision) or of the position (whether or not elements of the position are portable; what the needs are of the group). If there is portable work and the employee does not have performance problems, then generally some type of telework arrangement can be worked out.
One of my employees tends to be easily distracted. I don't want him to telework, but his performance ratings are fine, since with a lot of guidance he generally gets his work done. How do I handle a request if he decides to apply?
Telework often brings to light performance issues that have not been dealt with. If you haven't already discussed your concerns with your employee, this is a good opportunity to do so.
Rather than simply denying or granting a telework request, you may want to set up a “pilot” period – three months, or six months – with specific goals and standards. At the end of this time you can meet again to discuss whether or not your employee's performance has been satisfactory. If not, the telework arrangement can be changed or terminated at that time.
My workgroup is too small for everyone to be off-site; do I have to allow my employees to telework? If so, how do I say “no” to some and “yes” to others in order to make sure I have the onsite staffing that I need?
First, you need to talk to your staff to find out how many of them are actually interested in telework arrangements. You may find that only a few people want to telework, and that they can do so with no negative effect on the group's performance.
Second, you need to honestly assess whether you genuinely need people to be on-site – for instance, if you provide walk-in customer service – or if you tend to assume that people are working only when you keep an eye on them, and you need to shift to a more results-based management style. You can also examine work processes, to determine whether they can be altered to better support telework.
If you genuinely need a certain number of staff members to be on-site during certain hours/days, and if granting all of the valid telework requests makes this impossible, why not put it back to the group to formulate a solution? They may be willing to compromise – for instance, to modify a request that originally asks for three days per week down to two days per pay period – in order to make telework work for the whole group. This will keep complaints about inequity or favoritism down to a minimum.
My employees provide direct patient care. What do I do if they want to telework?
Some day technology may be so advanced that none of this matters! For the present and foreseeable future, however, some jobs are simply not suited to telework, or at least to regular or episodic telework. People who choose professions in which their presence is a required part of the job – patient care, fire and rescue, food service, etc. – must understand that this is part of that choice. They may occasionally be able to work from a remote location, but in general, they have to be onsite to provide service.
Telework is only one piece of the whole array of programs and services that can help employees manage the demands of their personal and professional lives. Organizations and managers should, as a good management practice, draw from all of these in ensuring that their workforce are given the support they need to get their work done well. For example, your patient care employees may not be able to telework, but you may be able to allow them to use Alternative Work Schedules (compressed or flexible), and/or give them some control over planning their shifts.
