Making Working From Home Work

The percentage of small businesses that allow telecommuting at least part of each workweek jumped from 19 percent in 2007 to 44 percent in 2010, according to the National Small Business Association's 2010 Small Business Technology Survey. That's a whole lot of people who report to work down the hall from their bedroom wearing jeans and T-shirts. Done successfully, telecommuting benefits the employer and the employee. But managed improperly, telecommuting can result in communication breakdowns, frustration, turnover and liability. When it comes to telecommuting, be open to considering it, cautious in granting it and assertive in managing it.

Be Open

The benefits of permitting telecommuting include tapping into an expanded talent pool, providing customer service support and coverage in additional time zones, and attracting and retaining talented employees. Employers can also save money by avoiding overhead costs, and benefit from being able to quickly restart or maintain operations during public emergencies or harsh weather.

Many employees can successfully work from home or other remote locations while remaining connected, engaged and productive. Telecommuting can increase employee morale and productivity, and decrease absenteeism. It allows employees to manage their own busy schedules, cut down on commute time and costs, and improve their work/life balance. Telecommuting can also reasonably accommodate employees with disabilities who might have trouble getting to the office.

Be Cautious

Telecommuting is not for every business, job, manager, or employee, so carefully examine each situation before saying yes. A successful telecommuter is organized, a self-starter, an effective communicator, and someone who can work independently yet be team oriented. A successful manager of a telecommuter must be adept at communication, mentoring from a distance, managing productivity and keeping employees engaged. Regular interaction between telecommuters and managers is key to avoiding problems and making sure telecommuters are equally considered for advancement, training, and other opportunities.

Develop a written policy establishing a process for applying for a telecommuting arrangement and setting the basic terms. Identify eligibility and other major considerations for granting a telecommuting request, but don't bind or limit your discretion. It's often best if these decisions are made on a case-by-case basis. You might also want an escape clause if the employer determines that telecommuting is no longer beneficial or feasible.

Specify in the policy that telecommuting does not change the employee's job responsibilities or work schedule-only the location. Telecommuting is not a substitute for child or elder care issues. If a telecommuting request is granted, there are certain legal considerations. For example, if the employee is non-exempt and eligible for overtime, provide clear instructions on tracking hours worked and whether overtime is allowed.

For any employee working from home, consider whether you want to have a policy of inspecting the home office for any potential safety hazards, and be sure the employee knows to report any injuries that occur. Also, be sure to notify your workers' compensation carrier of employees working from home or other remote locations.

Be Assertive

Establish written agreements with telecommuters and their managers. Agreements can address specifics like: the expected work schedule; the expected work location within the home; performance requirements; availability for in-office meetings and trainings; who will provide equipment, software, and supplies; insurance coverage for potential damage to work equipment in the home; protections for confidential information; and the process for removing equipment, files and confidential information when employment ends.

Maintain continuous communication through avenues such as web and video conferencing, regular phone meetings, real-time chats, discussion boards, interactive whiteboards and other collaborative technologies.

The manager and employee should also have regular face-to-face meetings with each other, and should establish when and how the telecommuting arrangement will be evaluated. Involve your IT personnel in planning for and supporting telecommuting arrangements. Human resources should also check in with the employee and manager periodically to see how things are going.

Attorney Jennifer  Shea Moeckel is a member and Attorney Andrea Chatfield is Of Counsel at Cook, Little, Rosenblatt & Manson, p.l.l.c. in Manchester. Moeckel can be reached at 603-621-7112 or j.moeckel@clrm.com. Chatfield can be reached at 603-621-7118 or a.chatfield@clrm.com.