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Telecommuting Template
July 23, 2008
By Margery Weinstein
They're probably as relieved as you are about the newfound lack of interpersonal contact. But, aside from that, telecommuting is a relief because it's another way to retain up-and-coming executives. And it works—if you know what you're doing. John Touey and Sally Stetson, principals with retained executive search firm Salveson Stetson Group, have some suggestions:
•Screen carefully. "Effective candidates for telecommuting should be able to work autonomously and be self-motivated," says Stetson. "They need to remain focused despite distractions, and shouldn't require constant reinforcement. Employers should take responsibility for ensuring the telecommuter is meeting company goals."
• Communicate. "Executives who have little face-to-face time with bosses and colleagues need to be communicated with regularly," says Touey. "They should be able to stay connected with their employers even at a distance so they remain integral members of the team. It's easy to 'forget' people who are not physically in the office."
• Encourage face time with others. "Although e-mail is great, it doesn't replace a handshake or a dinner conversation with a colleague," notes Touey. "It's easy to forget to include telecommuters on things learned through conversations, and it's easy for the telecommuter to forget to convey any information learned on his or her own." Companies need to budget for occasional plane trips, if necessary, to keep the connection alive.
• Change your culture, if necessary. "Some companies still equate face time with commitment and productivity," says Stetson. "Telecommuters may need to keep thorough documentation on work progress, and their managers may need training in how to manage and communicate with direct reports who work remotely. If your corporate climate doesn’t support telecommuting in at least some form, that culture needs to change."
• Think twice before changing flexible work arrangements. Stetson says telecommuting and other flexible work arrangements are among the most difficult types of benefits to rescind. "Taking back the ability to work remotely, or to put in a four-day week, may have negative consequences throughout your workforce and beyond," she points out. "There are numerous articles, blogs, and chat-room postings about the decisions of some large employers to cut back on telecommuting, so be prepared for fallout that could color candidates' impressions of your company. Don't make these decisions arbitrarily, and realize they run counter to what’s happening in the global workplace."
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