MAKING A PITCH TO TELECOMMUTE

Meetings & Conventions: Planner's Portfolio May 2002 Current Issue
May 2002 ChecklistPLANNER'S PORTFOLIO:

Checklist

BY MARTHA COOKE

MAKING A PITCH TO TELECOMMUTE

The following checklist was compiled with the assistance of Pat Katepoo, president of both www.workoptions.com and www.telecommutingproposal.com

GENERAL RESEARCH

  • Research the company’s telecommuting policy, if one exists.
  • Find out whether any other employees telecommute on a formal or informal basis. Ask for their advice in developing your own proposal.
  • Consider how others might perceive your telecommuting arrangement. Devise strategies and replies to likely queries; position the arrangement in a positive light in the eyes of internal and external customers.

    • JOB FUNCTIONS

  • List all of your job functions and decide which ones can be performed at a remote office (home or telework center) vs. at the main office.
  • Assess how a telecommuting arrangement will impact the workflow of superiors, co-workers and subordinates.
  • Devise specific strategies and solutions for maintaining efficient and timely job performance.
  • If necessary, devise acceptable ways for certain job functions to be delegated or reassigned on the days when you are not in the main office.

    • SCHEDULE AND COMMUNICATIONS

  • Develop a proposed telecommuting schedule. (The standard is three or fewer days off-site.)
  • Consider variations to address peak periods.
  • Determine which hours of the day and by what means you will be accessible while working remotely (e.g., e-mail, voice mail, pager, wireless telephone, office telephone, intranet, video or Web conferencing).
  • Determine if, when and with whom you will hold routine workload briefings on the days you are working remotely.
  • If you are compensated on an hourly basis, determine a mechanism for tracking hours.
  • Decide how internal and external customers will be notified of the new arrangement and schedule.

    • SPACE AND EQUIPMENT

  • For a home office (vs. a telework center), arrange a separate, safe and quiet work area. Determine furniture needs and who will provide and pay for them. Include cost details.
  • Determine what type of computer and peripherals, fax, printer, software, back-up device and other tools will be needed and who will provide them. Include cost details.
  • Decide how many separate telephone and data transmission lines will be needed and their type (e.g., dial-up, DSL or ISDN). Determine who will pay for them, and include monthly costs.
  • Confer with the IT manager to set up remote communications for e-mail system and data/file access, with consideration to security issues.

    • EVALUATION AND PROPOSAL

  • Propose a three- to six-month trial period with at least two troubleshooting sessions with supervisors.
  • Devise ways to solicit and gauge feedback from colleagues and customers.
  • Incorporating the above items, develop a persuasive written proposal emphasizing the business case for telecommuting and bottom-line employer benefits.
  • Include examples and case studies of productivity increases realized by employers who telecommute.
  • After negotiations and approval, summarize the specifics of the schedule, physical setup, costs, communications and evaluation plans into a letter of agreement to be signed by your supervisor.
  • Diligently follow up on evaluation measures. Troubleshoot and modify arrangements as necessary to maintain the effectiveness of the arrangement.


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