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Setting it up Right – Telework and Hybrid Work

Updated: May 19

Commuter Services has extensively studied and sought

counsel on national best practices for teleworking, and helped

employers of all sizes set up telework and flexible work

arrangements.


Telework is all about work. Period. Not where the work is done.


Prior to the COVID-19 pandemic, there was a sweet spot for

the number of days an employee should telework to maximize

productivity, teamwork and business continuity, and that was a

predictable one to two days per week.


We think that can easily become two to three days per week

going forward with the right foundation.


Successful telework and hybrid work arrangements include:

• A formal telework/flexible work policy

• A teleworker application

• A pre-telework discussion

• A memorialized teleworker agreement

• Ergonomic and home office recommendations

• Training for managers and teleworkers


Telework succeeds when the job is right, the employee is self motivated,

the technology is in place and the manager manages

by deliverables.


Telework is not a substitute for childcare or dependent care.

Telework is not sending people home to never see or hear

from them again. And most importantly, it is not an employee

benefit, perk or right. Telework is all about work. Period. Not

the place where the work is done.


Telework is a business strategy. It is not an employee benefit, it

is not an employee right. It is a workplace strategy.


Your telework policy can help you with equity. Point to your

policy for clarification on what jobs are eligible and state

employees must meet or exceed their job expectations to be

eligible to telework. Clarity and transparency from leadership

should address telework eligibility.


Your telework policy should describe what types of jobs are a

fit for telework. If the job primarily involves a computer and/

or phone, the job could be a good fit. Your policy should state

telework is only for appropriate jobs, and for employees who

meet or exceed job expectations with a strong likelihood to

succeed based on their work styles and the approval of their

manager.


Ideal employees for telework are those who know the company,

and who have been meeting or exceeding job expectations. The

best teleworkers are employees who are self-motivated, good

communicators and deliver their work on time.


Do not send poor performers home to telework. There is

nothing sacred about telework. If an arrangement is not

working, change it.


Telework is not for everyone. An employee might be selfmotivated

but not thrive in a remote work environment. Some

people thrive in a bustling office, where others do their best

work in a quiet environment free from distractions.


Managers need to be comfortable managing remote workers

in order for telework or hybrid work to be successful. They

need to manage by deliverables and establish communication

standards, i.e., what time frame should emails and calls be

answered within? It’s also imperative that managers deal with

problems as they arise.





In order for teleworking to be successful for everyone,

employers must provide the proper training for teleworkers

and managers so they know what you expect and how to

handle challenges.


Commuter Services has a free webinar training for managers

called: Getting it Right – Best Practices for Teleworkers and

Their Manage rs. You can access it at: https://www.tctelework.

com/webinars


Have questions or need resources? We provide free telework

materials and are here to help.

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