August 25, 2008

Mick Hager column: Figure out if employees are suited to telecommute

By Mick Hager

As an organization you might be considering allowing some of your most trusted and competent employees the privilege of telecommuting. So what are the key issues for allowing workers to telecommute?

First of all, your most important issue is not whether they have a proper space at home in which to work. Here are some things to think about:

Has the employee completely mastered the job and has he demonstrated a high level of trustworthiness? I'll say it again, "Slackers need not apply."

Do you have clear work standards that are observable and measurable? In other words, how will you hold the employee accountable for getting the work done?

How will you guarantee the employee is available when needed? Consider making certain days of the week "commute days" where the employee is physically on site. Also consider core hours that they must be available by phone or messaging.

From an employer perspective, the most important issue is that the employee gets the job done effectively. So what are the issues for good employees who are thinking about telecommuting?

Maytag Man Syndrome: Prepare to be lonely. Telecommuting is not for people who have a need to socialize at work.

Self-discipline: If you're a highly motivated go-getter who needs little direction or pushing to get the job done you have what it takes to telecommute. If you find yourself anything short of being highly organized and able to stick to it and "Git-R-Done" then forget it—telecommuting isn't for you.

Distractions: Absolutely critical to your success will be your ability to get rid of distractions so that you remain focused on your work. Kids, dogs, TV's, visitors, personal phone calls all have to go.

The bottom line: Telecommuting isn't fun and games. It's about having the discipline to get the job done in an environment lacking structure.

Next time: The benefits of telecommuting for employers/employees.