# Teleworking -- Mobility for the 21st century workforce

# Managing Telework Successfully:

# A Guide for Employees

In the beginning, when the world was small and organizations were
manageable, managers could see that their staff was working just by
looking at them. Well, some of the time, anyway.

But as the world grew it soon became apparent that workers needed more
mobility. People began to believe that work was something they did,
rather than a place they went each day. It was the product, not the
presence that counted.

Some of them found they could be more productive if they worked from
home, or a satellite office close to their home, for two or three days a
week. The term "telecommuting" was invented. And then the term
"telework." And then the terms "Remote worker," and "Road warrior."

What did they all mean?

They all referred to someone who works out of the office, at least part
of the time. But different organizations made the terms mean different
things.

Some called their permanent telecommuters "remote workers," and their
occasional home-workers "telecommuters."

Sales staff who spent most of their time traveling out of the office
were often referred to as "road warriors."

\"Telework\" tended to be used more in other countries. Some in the U.S.
liked it because it's shorter. Some advocates of the term telework
believed it was a broader and more inclusive term. In this course, the
terms "telecommuter" and "teleworker" are used interchangeably.

In our increasingly diverse world, people work best in different ways,
and many people want to work from someplace other than the office some
of the time. Most employers realized that some people can work as well,
and often better, away from the office for part of the week -- and when
they do, office costs dropped and employee satisfaction almost always
soars.

This training will help you decide if you're a good candidate for
telecommuting. And if you are, it will help make sure it works smoothly
for you, your manager, your colleagues and your family, friends and
neighbors.

The training is divided into four modules. Each will take about 30
minutes to complete.

Follow along to learn more about each module.

Module I. In the beginning . . .

In this module you'll examine your own qualifications for telework,
prepare your proposal, help prepare yourself for telework and evaluate
and design your home office.

Module II. Keeping relationships intact . . .

In this module you'll learn tips and techniques for staying in touch
with the office, dealing with family, friends and neighbors, and
avoiding the temptations that could sabotage the arrangement. And you'll
develop goals for keeping your career on track.

Module III. The work . . .

In this module you'll practice dealing with work and communication
challenges and setting work priorities. And you'll learn some tips that
have helped others create successful telework arrangements.

Module IV. Planning with your manager

In this module, you'll discover some issues to be resolved before the
arrangement begins, lay out the ground rules, fill out some forms with
your manager, and head off any potential problems.

## Module I. In the beginning

### Section 1. Should you be a teleworker

Working from home. It could be a dream. It could mean:

-   working uninterrupted, in peace and quiet

-   watching the storm from your nice, warm, safe office instead of the
    slippery highway

-   being home to greet your school-aged kids

-   padding into the office in casual clothes

It could be a bad dream. One in which you:

-   can't avoid household distractions and temptations

-   are continually mistaken for the neighborhood emergency mom or dad

-   anger your manager and your in-office colleagues

-   stall your career

-   feel bored, lost and isolated.

This training is designed to help your good telework dream come true.

But first, let's check to see if you're a good candidate for telework.

Here's a 20 question self-assessment that will help you find out. The
qualities it asks you about are those that we know from experience make
a teleworker successful. Let's take the self-assessment now.

## The Teleworker's Self Assessment

Use the following scale to answer these questions:

a.  Not at All = 0 pts

b.  Sometimes = 3 pt

c.  Often = 4 pts

d.  Always = 5pts

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1.  I enjoy working alone for long stretches of time and am comfortable
    without regular face-to-face contact with colleagues or managers.

2.  My manager and I trust each other.

3.  I'm not bored when faced with routine events and surroundings.

4.  I keep my personal commitments and do what I say I'll do.

5.  I am an independent person, able to make decisions on my own.

6.  My work results can be measured

7.  I keep my manager informed about my work and my results.

8.  My job can be done without routine face-to-face contact with
    customers or co-workers.

9.  I have self-discipline, am highly motivated, and not easily
    distracted.

10. I am self-sufficient and well organized, able to complete tasks
    within scheduled times.

11. I have good communication skills, both oral and written.

12. I am comfortable using computers, with good understanding of most
    new technology.

13. I feel good about my achievements, whether or not I get immediate
    recognition for them.

14. I take responsibility for the communication I need to make my work
    successful.

15. I do not need the structure I get at the office to do my job well.

16. I draw my own boundaries between my work and personal life.

17. I have a safe, accessible place at home in which to work with space
    for a desk, file areas and other equipment.

18. My home office has sufficient electrical capability.

19. My home office is private and quiet, separate from the rest of the
    house.

20. I can arrange personal responsibilities so I won't be disturbed
    during my work hours.

This is the end of the assessment.

To calculate your score give yourself 5 points for every "Always"
answer, 4 points for every "Often," 3 points for every "Sometimes" and
no points for "Not at all."

-   If your score is between 85 and 100 and you had a perfect score on
    questions 17-20, you should have what you need for telework success.

-   If your total is between 60 and 85, you may want to reconsider,
    depending on the items on which you have scored yourself low.

-   A score below 60 doesn't mean you won't be successful, but it is a
    warning. It means you may have to make some serious changes in
    style, work habits -- even personality traits -- in order to do so.
    It also means that telework might be right for you later, not now.
    "Always" answers to questions 17-20 are a must.

Refer to the NIH policy manual 2300-600-1 NIH Policy Manual -
<http://www1.od.nih.gov/oma/manualchapters/person/2300-600-1/>. This
will provide a framework for putting the information that follows to
good use.

### Section 2. Preparing your proposal

Now, meet Juan Martinez. He's a marketing manager for an IC at NIH, and
would like to work from home part of the week. He has taken the
self-assessment and scored well on it, has space at home for his office,
and has prepared a proposal to present to Mary, his manager. He's been
told by those who have experience that it's a good idea to start by
working just two days a week from home, so that's what he's proposing.

On the next page is a copy of Juan's proposal.

Some ICs require a formal proposal like the one written here. Others use
a more informal approach, and som may not use a proposal of any kind.
Whether or not your IC requires a proposal, the process of preparing one
will help you gather your thoughts before discussing telework with your
manager. The more you can demonstrate that you\'re taking telework
seriously, the more likely your manager is to take your request
seriously. Proposals, whether formal or informal, are not substitutes
for an approved, official agreement.

Take a few minutes to read Juan's proposal:

## Sample Document - GreatestCompany

## Telecommuting Proposal

Date: 12/06

Name: Juan Martinez

Position: Marketing manager

Phone 725-4689

E-Mail: <Juan.Martinez@greatestcompany.com>

1.  Proposal: I propose to pilot a telework arrangement.

2.  Duration of pilot: 90 days

3.  Proposed Schedule: I will work from my home every Tuesday and
    Thursday beginning January 15. I will work from our headquarters
    building on Mondays, Wednesdays and Fridays.

4.  Task Allocation: On Mondays, Wednesdays and Fridays I will perform
    the following tasks:

-   Attend all meetings

-   Conduct planning sessions with staff and management

-   Perform all tasks needing cooperative efforts

-   Use secure files

-   Meet and plan with administrative support staff

-   Meet with staff and management to track our progress in meeting
    goals

On Tuesdays and Thursdays I will perform the following tasks:

-   Prepare quarterly marketing plans

-   Prepare personnel reviews for my staff

-   Work on strategy and budgets for next fiscal year

-   Prepare presentations for monthly management meetings

-   Answer emails/voicemails

-   Monitor progress by vendors on new promotional materials

5.  Benefits to Greatest Company

For the past few months I have become increasingly distracted by the
fact that my aging mother was at home alone. She was recently discharged
from the hospital, following a broken hip injury. My loss of focus was
pronounced and very noticeable to me, and was beginning to make me less
effective in my job.

My ability to work from home two days a week will mean I will can get to
her quicker if she needs me and be able to fully focus on work. She will
be in adult daycare on the three days I am gone, so I will be able to be
more effective on those days as well. I feel certain that my general
effectiveness will be greatly enhanced.

6.  Business goals and objectives

My goal for this arrangement will be to increase awareness of my
products by 10%.

In addition, my goal will be to interact with my staff in such a way
that each feels clear about their goals, satisfied with the arrangement,
and feels their effectiveness is increased.

7.  Changes anticipated:

Our planning will need to take place in a more organized way. My
manager, my staff and I will need to adjust to less hallway encounters
and chance meetings, although I intend to make myself readily available
for instant communication at all times. I anticipate no organizational
changes.

8.  Communications plan:

Formal communication will take place daily with staff, management and
support staff. I will be available informally by phone and e-mail on the
days when I work from my home. I will respond to e-mails from
management, staff, vendors or customers within one hour during work
hours, and within three hours during evening non-work hours for the
first three months. All materials will be readily accessible by
exchanging e-mail.

9.  Support needed from the office:

I anticipate needing the usual support from our shared assistant, and
will communicate with her often each day.

10. Description of home office:

My home office is a 12 x 12 room in the lower level of my home. It is
carpeted, has a door that closes, good light and sufficient electrical
power. My office has file cabinets and good storage space with a lock
for security.

11. Equipment required:

I have a PC and laser printer at home, a Government-provided laptop and
a Government-provided cell phone. I believe I will need a color printer,
an ergonomic chair, another phone line, a fax machine, a cable modem or
DSL hookup and a networking program.

12. Estimated costs:

Color printer: \$250; ergonomic chair: \$400; fax machine: \$250;
Symantec PC Anywhere: \$100; Installation of cable modem or DSL: \$100;
Installation of new phone line: \$100; monthly charges for cable modem
or DSL: \$60; monthly charge for phone line: \$80.

13. Evaluation plan:

I suggest weekly evaluation meetings for the first month, bi-weekly for
the second and third month, asking these questions:

Are my co-workers, staff and support assistants satisfied with the
arrangement?

Are customer needs being met more effectively?

Am I increasing my effectiveness?

Is the arrangement satisfactory to me?

Is the arrangement satisfactory to my manager?

Signed \_Juan R. Martinez

Date: 12/3/06

Check with your manager or human resource representative to see if it's
appropriate for you to create a similar proposal.

If so, the next few pages will coach you through the process. If not, we
suggest you read through them to help you focus and plan before moving
on to the next section. The issues in the proposal will be the basis for
the discussion between you and your manager, and will help you determine
if teleworking is right for you and your job.

A blank proposal form will also be available later in the course.

Here are the elements that may be contained in your proposal.

1.  A description of the proposed arrangement.

    a.  A simple sentence will do it, as in "I propose to begin working
        from home two days each week." We also suggest making it a
        "pilot," or experiment, in order to give everyone a sense that
        the arrangement is measurable and relatively risk-free. If yours
        will be a pilot, add that sentence here as well.

2.  Duration:

    a.  Pilots usually last anywhere from three to six months.

3.  Proposed schedule:

    a.  We recommend that you begin by working from home just one or two
        days a week. Be clear and concise about which days you'll be
        working where.

4.  Task allocation:

    a.  Take some time to notice and write down all the tasks that make
        up your job. Which can be done in isolation? Which are best done
        at the office? List the major tasks and decide what will be done
        when and where.

5.  How it will impact the organization

    a.  How will your arrangement help to accomplish the organization's
        goals? Will you save commute time? Work more effectively? Be
        better able to concentrate? Could you actually be more
        accessible (as opposed to being out for meetings, coffee breaks
        etc.)? Can you foresee any increase in your ability to serve
        customers? Do you expect to produce more and/or better work? If
        so, how will you tell? Will you be a more loyal, committed
        employee? Why will this arrangement be good for the
        organization?

6.  Business goals and objectives

    a.  Take what you've said about positive impact and turn each
        sentence into a real and measurable business goal. To make sure
        it's measurable, ask "how will I know when I've done this
        correctly?"

7.  Any changes that will be needed in either job or organization

    a.  Picture yourself working from a remote location. How will
        others' schedules need to change to accommodate yours? Will
        staff meetings need to be rescheduled so you don't miss
        anything, or can you attend via conference call? Will others
        have to complete work so you can take it home? Will you propose
        exchanging tasks with colleagues so you get more of the work
        that can be done in isolation? What additional help will you
        need from support staff to prepare for the days you'll be
        telecommuting?

8.  Communications plan

    a.  Notice how often -- and how -- you normally communicate with
        manager, co-workers, customers and support staff. How much of
        that is face-to-face? How much must be in person? How often do
        they need to communicate with you? When and how will you be
        available? How long will it take you to return non-urgent calls?
        How long will it take to reach you when the situation is urgent?
        How will you know whether it's urgent or not?

9.  Description of home office

    a.  As you describe your office, its location, privacy, etc.,
        include plans for maintaining office security (a lock on your
        office door, cabinets bolted to the floor, restricted family
        access, fire extinguisher handy, windows secure.) If data
        security is an issue, you may want to include plans for locking
        file drawers, a shredder, backing up files, anti-virus software
        and so on.

10. Any equipment required and estimated costs to the organization.

    a.  To help you remember everything you might need, below is a basic
        equipment list:

        i.  Desk

        ii. Chair

        iii. Chair for visitors

        iv. Wastebasket

        v.  Lockable, fireproof file cabinet

        vi. Smoke alarm

        vii. Bookcase

        viii. Computer

        ix. Modem (or DSL, or cable connection)

        x.  Fax

        xi. Pager

        xii. Postage scale

        xiii. Printer (laser and/or color inkjet)

        xiv. Two-line phone with mute, conferencing

        xv. 2^nd^ phone line

        xvi. Voice mail

        xvii. Caller ID, call waiting

        xviii. Headset

        xix. Offsite backup service

        xx. Copier

        xxi. Scanner

        xxii. Networking software

        xxiii. Office supplies

Here is a link to the NIH Telework employee pre-work form -
<http://www1.od.nih.gov/oma/manualchapters/person/2300-600-1/Appendix7.pdf>
. Don't forget to attach the NIH pre-work form to your telework contract
submission, should you decide to participate in the program.

Working at home means preparing a place to work and deciding what
equipment you'll need. In the next section, you'll plan and design your
home office.

### Section 3. Planning your home office

Safety First!

Visit the OSHA Ergonomic Solutions: Computer Workstations eTools
website -
<http://www.osha.gov/SLTC/etools/computerworkstations/index.html> for
help planning your home office.

Make your home-office furniture ergonomically appropriate.

Your desk . . .should be approximately 26 inches high if you'll be
working with a computer. If not, a slightly taller desk might be more
comfortable.

Your chair . . . Budget tight? Spend on the chair and economize on other
furniture. Make sure it's adjustable (height, tilt, arms, lumbar
support) and has five casters. The height from the top of the seat to
the floor should be 15 to 21 inches.

Lighting . . . can affect your comfort and performance. Whether natural
or artificial, it should be directed toward the side or behind your line
of vision, not in front or above it. Bright light sources can bounce off
of working surfaces and diminish your sense of contrast. Your goal
should be to avoid glare, working in your own shadow, or forcing your
eyes to constantly shift from dark to light and back again as you look
at the computer monitor.

**This completes Module I. In this module you have . . .**

-   examined your own qualifications for telework

-   prepared your proposal (or helped to prepare yourself for telework)

-   evaluated and designed your home office

Now you're ready to move to the next steps in the process.

## Module II. Keeping relationships intact 

### Section 1. Staying in touch with the office

Of all the things that cause a telework arrangement to fail, falling out
of touch with the office may be the most common problem.

Want to stay in touch? It's a no-brainer if you have a real commitment
to do so. Remember Juan? (He's the one whose proposal we showed you in
Module I.) Juan is about to begin working from his home office two days
a week. He has set several goals for himself to make sure he stays in
touch with manager Mary and his in-office co-workers.

His goals, all measurable, and all designed to keep him connected to the
office, are in the areas of

-   information exchange

-   relationships

-   career

-   feedback

Here are Juan's goals. Feel free to use them for ideas as you create
your own list of goals.

-   Touch base with each of my team members at least once a week on a
    telework day to see what they're up to.

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-   Ask for a volunteer "office buddy" to take responsibility for
    e-mailing me office news weekly.

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-   Ask a neighbor who works in my office to bring home my mail on
    telework days.

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-   Reschedule my telework days if necessary so I miss no office social
    events.

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-   Request weekly feedback from Mary on how the telework arrangement is
    working.

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-   Make sure Mary knows my career goals and check in with her monthly
    to see how I'm progressing.

You may wish to list your goals from the above areas, print them out,
and post them where you can see them often.

Over the next few pages you'll find a teleworker's quiz about staying in
touch. Below is a list of situations, pick the best response out of the
four responses.

1.  One way to ensure good communication with my manager is to:

    a.  Check in before you start and before you end your workday.

    b.  Keep a running record of everything you do.

    c.  Devise a communications plan.

    d.  Check in several times a day.

We think the best answer is c, although a. and b. may also be
appropriate (checking in several times a day could get on a person's
nerves). Agree in advance on a communications plan that will let your
manager know when things are or are not running smoothly, and whether or
not goals are being met. For a while it may mean checking in daily, and
keeping a written record of your actions.

2.  The best way to get feedback on your performance is:

    a.  daily, through phone calls, e-mail or voice mail

    b.  monthly meetings

    c.  twice yearly feedback sessions

    d.  once-a-year performance reviews

b is probably the best choice for most people given the pressures and
demands of today's workplace. But more frequent feedback -- even daily,
if it can be arranged -- can be very beneficial. Let your manager know
you'd like feedback often and will take it informally in any format.

3.  You're concerned that "out of sight" may be "out of mind." To stay
    visible:

    a.  Make calls, send memos, and don't let people forget you.

    b.  If there's a meeting or review planned at which your work will
        be discussed, be sure you're invited.

    c.  Volunteer to make presentations or write reports that make your
        deliverables more visible.

    d.  All of the above.

Of course the best answer is d. Do it all. In addition, take advantage
of social events to stay visible. It keeps you involved, and lots of
business gets done, sometimes almost incidentally.

4.  If you suspect you're falling out of touch:

    a.  Let those in the office know you'd appreciate a call now and
        then.

    b.  Decide who you need to contact to maintain the relationships

    c.  Give up telework

    d.  Forget it; it's probably your imagination

b\. is the best answer. It's up to you to make sure you don't miss out
on anything. Even though you may only be out for one or two days at a
time, you may want to check with friends to see what went on. Like Juan,
some people ask an office "buddy" to keep them posted (expressing
enthusiastic appreciation, if nothing else, when he/she does so).

5.  To keep your office colleagues from picturing you home, sacked out,
    reading novels and watching TV . . .

    a.  Send out e-mail updates of where your projects stand and lists
        of what you've accomplished.

    b.  Take five minutes of every staff meeting to brag a little.

    c.  Keep a stiff upper lip and don't let what they think bother you.

    d.  Reassure each of them in personal conversations about how hard
        you're working.

The best answer is a. It's not that easy for some of us to blow our own
horn. But not only will e-mail updates help keep your career on track
and reassure your co-workers and manager, it will give management a
strong example of the effectiveness of telework so they'll allow more
employees to work from home.

Think about your career goals. Think of five things you might do to make
sure your career stays on track.

Here are some suggestions. You can use both lists or combine them into
one complete list.

1.  Take the initiative to be present at key meetings.

    a.  If you can't alter your schedule, be an active participant via
        conference call, videoconference, or Web conference.

2.  Be flexible

    a.  People won't always be able to work around your schedule, so you
        may have to come in on some days you ordinarily work from home.

3.  Contact key co-workers at least once a week

    a.  If you don't have any pressing business issues, just ask if
        there's anything new, compare notes, and find out if there's
        anything you can do to help them. One thing those in the office
        may be missing on the days you're gone is your assistance.

4.  Establish "office hours," and encourage those in the office to
    contact you when you\'re at home.

    a.  Make sure anyone who might need you knows exactly when they can
        get you, what to do if they feel it's urgent, and how long it
        will be before you return their voicemail or email message.

5.  Master the art of e-mail if you haven't already.

    a.  E-mail messages sometimes call for tact, diplomacy and
        sensitivity. Without a smile or vocal inflections to soften what
        may be perceived as criticism, feelings can be hurt and
        colleagues irritated.

6.  Keep in touch often

    a.  Find appropriate ways to make sure others don\'t forget about
        you and your contributions. Don\'t flood co-workers and clients
        with unnecessary email or phone calls, but don\'t be shy about
        getting the word out about your status on key projects, etc.

7.  Be clear about your career goals.

    a.  Is there a next step for you? If so, what is it and how would
        you like to get there? It's generally not true that
        telecommuters get overlooked for promotion, but it helps if you
        know what you'd like to be doing in the next few years.

8.  Keep checking out the perceptions of your in-office colleagues.

    a.  Teleworkers tell of suddenly noticing relationships cooling with
        no warning, perhaps the result of a perceived slight, a little
        jealousy on the part of someone who had been wanting to
        telework, or the sense that the teleworker just didn't care any
        more. There's no need to wait for signs and symptoms. Ask this
        question regularly: "Do you have any thoughts about how this
        arrangement is working? Has it had any impact on you?\"

9.  Know their schedules.

    a.  Just as your in-office colleagues need to know when and where to
        contact you, you need to find them when you need them. Ask team
        members and others to copy you when they work out their weekly
        schedule.

10. Take credit where credit is due

    a.  Your goal isn't to be seen as a single-handed superstar (even if
        you are one) but as a contributing member of the department.
        Make sure you get the credit that's due you, but no end runs
        around your manager. Keep the boss on your side, and don't
        alienate him/her.

### Section 2. Dealing with family, friends and neighbors 

Working at home presents its own set of challenges. A Sue Shellenbarger
column in the Wall Street Journal described some of them.

Our favorite was about the man whose home office was in the basement
across the hall from the laundry room. His six-year-old daughter got out
of the shower and came down to get some clean clothes from her mom. She
got there just as our teleworker was recording his voice mail message.
The message turned out like this:

Male voice: "Hi, this is John Smith with ABC Company."

Female voice: "Look at you! You have no clothes on!"

Male voice: "I'm not available right now . . ."

Before taking over a piece of your residence and declaring it off limits
to others (at least during office hours) we suggest sitting down with
family, roommates, partner or others who might be affected, and
discussing how the change may impact them.

Following is a simulated family council meeting. We have invented a
family for you --

a wife (forgive us if this is not appropriate) two children and an older
relative. Each will have questions for you to answer.

Scene: a living room. Characters: Son, Daughter, Mom, Grandpa, all
looking at you, the viewer.

Below is a list of questions and suggested responses.

1.  Son: Are you going to be in the den where the TV is? How can we
    watch TV?

    a.  "It's moving into the living room today."

2.  Wife: What hours will you be working?

    a.  "My schedule will be 7:30 to 5:30."

3.  Daughter: Will we have to be really quiet? Can we have friends over
    after school?

    a.  "You can have friends over, but you will have to use your inside
        voices when you're upstairs. I'll put a sign on my door that
        will let you know when you have to be especially quiet. We'll
        all have to pay a little price for having Daddy around more
        often. But we're going to fix up the amusement room and each of
        you can help decorate your section of it."

4.  Grandpa: Can you make my lunch?

    a.  "On most days? Absolutely."

5.  Son: Did you get fired?

    a.  "On the contrary. The fact that they're letting me work from
        home means they really like me and trust me."

6.  Wife: I'll be staying later at work for the next couple of months.
    Thanks heavens you'll be at home to pick up the slack.

    a.  "I'll probably save about an hour a day in commute time. Let's
        talk together about the best way to use that time, so I can
        certainly pick up more of the chores around the house."

7.  Daughter: What if I need you? Can I come in?

    a.  "I'll open my door when it's okay to stop in. When the door is
        closed, pretend I'm at the office downtown unless someone's
        injured or there's a REAL emergency."

8.  Son: Can I use your computer when you're not using it?

    a.  "No, son. This computer belongs to the NIH. We're saving up to
        buy one for the family." (Use the password-protect option for
        your business files.)

9.  Wife: Will you be able to babysit after school? And what about when
    a kid is sick?

    a.  "Think of me as 'at work.' To begin with, it would be a good
        idea for all of us to pretend I'm downtown, and use our usual
        system for after-school and backup care.

When you have your family council meeting, make sure you cover work
hours, how and when you can be interrupted, the need for privacy and
quiet, security of your work materials and equipment.

Be prepared to assert yourself (calmly, firmly and early) about
expectations for changes in roles. The message to convey is this: "I'm
still working, but I just happen to be working at home today."

While telework cannot substitute for dependent care, it may work for you
to be a presence in the home for older children or an older adult as
long as privacy and the need for quiet is respected.

**A few more tips**

-   Families, friends and pets will be testing to see if you really mean
    it when you say, "I'm at work." Consider arranging a signal, such as
    a closed office door, that means no interruptions except for
    emergencies. One teleworker put red, yellow and green lights over
    his door to control family traffic into his office. A mom tells her
    kids, "Unless there's blood or smoke, don't come in." Another put a
    big clock ("a very big clock") outside her office so the kids would
    be clear about when she would come out.

-   Get a mute button on your phone, so business callers can't hear dogs
    barking, children crying or toilets flushing in other parts of the
    house. And both caller ID and call waiting ID are helpful.

-   An intercom will allow your family to ask important questions
    without stopping by. Even if you're just a room away, it will put
    you in contact but establish that you're at work, and interference
    should be kept to a minimum.

-   Hold a follow-up council meeting to see how well the arrangement is
    working for everyone.

**Tips for dealing with friends and neighbors**

-   Decide when interruptions are okay, and for what reasons.

-   Be calm and frank; let friends and neighbors know that you are
    working and will not be able to accommodate their requests, babysit
    with their kids or run their errands.

-   If your home phone rings in or near your office, lower the ringer
    volume or turn it off entirely when you're working.

### Section 3. Avoiding temptations

Below are some common temptations known to sabotage teleworkers. We have
identified seven steps guaranteed to help fight them.

Seven ways to avoid temptations that sabotage telework. Try to remember
what each number represents to be able to develop a solution for
possible temptations that will be given to you .

1.  Decide that you are someone who keeps your word, even to yourself.

2.  Decide at the beginning of the week or the night before what you
    will eat the next day and give yourself your word.

3.  Post your hourly schedule both outside and inside your office and
    request support in sticking to it.

4.  Decide the night before when you'll take your breaks.

5.  Turn out the lights, close and lock your door when you decide you're
    done working.

6.  Stop and start work at the same time each day.

7.  Think about your health and fitness when planning your schedule

Below is a list of 6 temptations and possible solutions. The solutions
are listed in numerical order of the seven ways we just mentioned.

-   Temptation #1 -- Failing to exercise

-   Solutions: Solution 1, Solution 4 and Solution 7

-   Temptation #2 - Watching TV

-   Solutions: Solution 1, Solution 3, and Solution 4 \-- again it's a
    matter of taking breaks when you said you would and sticking to your
    schedule.

-   Temptation #3- Taking personal calls

-   Solutions: Solution 1, Solution 3, and Solution 4 -- "Don't call me,
    I'll call you" can be your mantra. Then train your friends and
    relatives by just saying no (sweetly) and use your breaks or evening
    hours to call them, just as you would if you were in the other
    office.

-   Temptations #4- Sleeping an extra hour

-   Solutions: Solution 1, Solution 3, and Solution 6. A new arrangement
    means making new habits. Choose the time you'll start work each day
    and stick to it, just as if you were hopping in your car to get to
    the office by a certain time. Post your schedule, get support (ask
    others to help push you out of bed if getting up is a problem) and
    keep your word.

-   Temptation #5- Hitting the refrigerator between meals

-   Solutions: Solution 1, Solution 2, Solution 4, and Solution 7. Put
    coffee or tea in a thermos, and promise yourself you will only eat
    in the kitchen. Keep fresh veggies in a bowl of ice water if you
    wander into the refrigerator by mistake.

-   Temptation #6- Becoming a workaholic

-   Solutions: Solution 1, Solution 2, Solution 5, and Solution 6.
    Believe it or not, this is the toughest habit to break, and the one
    most reported by teleworkers everywhere, who find the line between
    work and home not just blending, but disappearing. Stay away from
    the ever-present office and the equipment that's always on by
    deciding ahead of time when you'll quit, and then locking the door
    behind you.

When the exercise is done, this paragraph appears:

You may have heard that a successful teleworker must have a lot of
self-discipline. It does take some to avoid temptations. But millions of
people are doing it daily, and you can too.

Think of a list of temptations you know you'll have to work hard to
resist and think about what you might do to avoid them. The button below
will print out the list of "**Seven ways to avoid temptations."**

This completes **Module II.** We've discovered ways of keeping both
in-office relationships and career on track, discussed how to deal with
friends, family and neighbors and learned a few tips for avoiding the
temptations that may sabotage the arrangement. We are now ready to move
on to Module III.

Module III. The work

Section 1. Dealing with challenges

No matter how much you love teleworking, we promise there will be an
occasional challenge to deal with. Here are some examples that others
have faced and resolved.

Below are different situations where you must deal with challenges.
Choose the resolution you feel is most appropriate. Following each
challenge, Gil Gordon will give his advice

Jayne feels that the other three on her team are doing most of the work
on the project in the office. She's the only teleworker and she feels
left out.

Jayne should . . .

e.  Ask them to come to her home to work on the presentation

f.  Recognize that she actually is doing her share, and ignore the
    situation.

g.  Sit down with the other three immediately and express her concern.

h.  Cut back on her telecommuting days for the duration of the project.

c is the correct answer.

Gil Gordon, an acknowledged expert in the implementation of telework
says...

Jayne should deal with this problem quickly. The longer it goes on, the
more she\'ll be kept out of touch. The next time she's in the office she
should sit down with the other three and express her concern, reminding
them of her interest in, and ability to contribute to, this project. She
should review her telework schedule with them and make sure they can
find times to meet while she's in the office. Last, she can arrange to
make the best use of conference calls and/or e-mail to keep in touch
even while she's telecommuting.

Omar is a new teleworker, and has heard a rumor that his support staff
person is worried that his working from home will place additional
burden on her.

Omar should . . .

a.  Look at her tasks and see which of them he can do himself.

b.  Figure out with her what added work there may be and why it needs to
    be done.

c.  Ask for additional support.

d.  Let her know that he would appreciate her coming to him with her
    concerns, rather than gossiping about them with others.

b is the correct answer.

Gil Gordon says, an acknowledged expert in the implementation of
telework says...

This is a good time to figure out what the added tasks are, and if
they're important. If phone systems aren't set up right or files aren\'t
accessible, the cost of fixing them to make them telecommuter-friendly
may not be that high, and can avoid ongoing hassles.

Omar may need to work on making his requests more sensitively, and
providing a constant stream of positive feedback. A little gratitude and
recognition goes a long way. In some organizations the teleworkers do
some kind of periodic \"thanks for the support\" event for the in-office
staff to demonstrate the thanks that often gets left unsaid.

Alicia is a single woman. Her manager has asked her to spend a day or
two working with a male colleague in her home office so they can do some
brainstorming about their project. But she is uncomfortable being alone
with this man and does not want to do this.

Alicia should . . .

a.  Schedule a visit from a friend on each of the days her co-worker is
    in her house.

b.  Let her co-worker know immediately that she will not hesitate to
    charge sexual harassment if anything inappropriate should happen.

c.  Explain to her manager why she is uncomfortable with this particular
    man.

d.  Just say no.

d\. is the correct answer.

Gil Gordon, an acknowledged expert in the implementation of telework
says...

Alicia has every right to tell her manager she'd prefer to have the
meeting in the office, in a more business-like setting, and should do
so. No teleworker, male or female, should be obligated to have
co-workers come to the home for meetings or any other purpose. No need
for explanations. As with all else in telework, the emphasis should be
on work performance.

Pham heard from the grapevine that his co-workers had been discussing
his teleworking arrangement, and all agreed it was a very "cushy" deal.
He works very hard, is producing more than he ever did, and feels bad
that they seem to picture him sitting around watching TV all day.

What should Pham do?

a.  Ask his manager for a little help to stay in the limelight.

b.  Be sure to use phone, e-mail, fax and any other methods available to
    stay in touch on days he works from home.

c.  Consider inviting one or more to visit him in his home office, so
    they can see that he has a functioning office and is not soaking in
    the hot tub.

d.  All of the above.

d is the correct answer.

Gil Gordon, an acknowledged expert in the implementation of telework
says...

Pham's is a common concern. As a society we're used to associating work
with the office and relaxation with home, so it's a natural tendency to
assume teleworkers aren't really working. Without trying to be a
superstar, he should make sure his co-workers are aware of what he's
producing; his manager may be able to help him with that. He should make
sure to stay in touch.

Deborah senses that some of her co-workers seem to resent the fact that
she's teleworking.

What should Deborah do?

a.  Ask her manager for help in determining the cause of the resentment.

b.  Take one of them aside and tell her that the resentment is hurting
    her feelings.

c.  Tell her co-workers the resentment is unacceptable.

d.  Accept the fact that it's just good-humored teasing.

a is the correct answer.

Gil Gordon, an acknowledged expert in the implementation of telework
says...

It may be good-humored teasing. But if it's not so good-natured, and if
it becomes sarcastic and spiteful, that\'s a problem, and it can be
especially tough if the resentment also leads to lack of cooperation and
support. Deborah should determine the cause of the resentment, and she
may need her manager's help to do so. Sometimes office workers do end up
with more work and more interruptions when teleworkers are out of the
office. If that\'s the case, they deserve to be resentful because the
telework arrangement wasn\'t planned properly.

Arthur is finding that his co-workers and clients page him or call him
at home in the evening, and sometimes on weekends. He's beginning to get
annoyed.

Arthur should . . .

a.  Send a memo to all concerned with his office hours on it, and
    clearly state that he'd prefer no off-hour calls.

b.  Accept that this is the price he pays for telework.

c.  Quit answering all calls or pages that come in after hours.

d.  Use caller ID and selectively refuse to answer calls he feels are
    less important.

d is the correct answer.

Gil Gordon, an acknowledged expert in the implementation of telework
says...

This is a problem, and unfortunately it seems to be growing. We\'ve made
it so easy to get in touch with people -- and everyone seems to be under
so much pressure -- that it\'s hard to maintain a separation between
work and personal time.

Obviously, if Arthur's boss calls with an important question in the
evening, he will be more likely to respond than if the call is less
important. Under most conditions, NIH teleworkers are contacted during
their established work hours.

Mark Carlson's story

Mark Carlson is a former teleworker who had a very short tenure as a
teleworker. He now realizes he made several mistakes during that short
time, all of which contributed to the fact that working at home did not
work, either for him, his manager, his family or his in-office
colleagues. On the following page you'll find Mark's story. Below is a
list of steps that help ensure a successful transition from office work
to home work.

1\. Mark Carlson, an HR Specialist, decided he was tired of his long
commute and told his manager he wanted to work from home full time so he
could have more time with his family. Others on Mark's sales team were
working full-time from remote locations, so after talking about it one
afternoon his boss agreed to let him try it for a few weeks to see if it
would work. Mark suspected it would be fine with his wife and kids, so
with little fanfare, either at work or at home, he quietly began to work
from home. He would maintain his normal routine of making sales calls
during the day, but wouldn\'t have to commute into the office at the
beginning and end of the workday.

2\. On his first day, excited about the prospect, he was up early and
ready to go. The children were home from school that day and happy to
have him home, but agreed to stay out of his office. The first couple of
hours went quite well and he was very productive, working on sales
reports. But by noon he could hear the sounds of their football game
outside, and the temptation was too much for him. When he got back to
the office about two, there were 17 e-mail messages waiting for him, and
several voice mail messages. He was consumed with guilt, and that night
he worked late to finish a presentation he had to make for a customer
the next day.

3\. By the end of the first week, Mark was feeling pretty proud of
himself. His family had begun to adjust, and his presentation had gone
well. However, on Tuesday of week two he got an e-mail from an in-office
colleague saying they had missed him at their usual Friday lunch (he had
forgotten about it) and he felt a pang of homesickness for the office.

4\. On Thursday, he awoke to the words every parent hates. "Daddy, I
don't feel good," said his youngest son. "Thank heavens you're here,"
said his wife as she tucked the child back into bed and began to dress
for work. Needless to say, he accomplished little that day. And to make
matters worse he had a product delivery crisis and was unable to find
his manager. "If I were in the office," he thought, "I'd be able to walk
down the hall and find the guy in a minute."

5\. On Friday, he wanted to have lunch with the gang at the office in
between the sales calls he had scheduled, and pick up some items for a
presentation on Monday, but his son was still sick. He was beginning to
feel irritated with his wife for going off to work, concerned about how
he'd get the items he needed, and tired of being interrupted every few
minutes. He missed a couple of important phone calls while taking care
of the boy, and felt like he was doing a lousy job at both fathering and
working. The next week he moved back to the office.

Which of the following steps that contribute to a successful arrangement
did Mark omit?

-   Prepare a proposal to help you think through the arrangement.

-   Plan to pilot your arrangement for from three to six months.

-   Discuss the arrangement with colleagues and family before you begin.

-   Arrange dependent care, both regular and emergency.

-   Begin by working from home just part of your week.

-   Plan ahead to make sure you have all the materials you'll need in
    your home office.

-   Try to make sure you miss no office social events, and maintain
    contact with colleagues.

-   Make a list of temptations and how you will avoid them.

-   Establish a routine and stick to it.

-   Post your schedule so family members will know what to expect.

-   Let customers and colleagues know what your "office hours" are and
    when they can reach you.

The truth? Mark missed every single step that would have helped him make
the arrangement a success. No matter how well prepared you are, how
dedicated and reliable a worker, there is something different about
working from home. But most of Mark's problems could have been avoided
with better planning and prioritizing.

Returning to the "other" office is always an option. Mark gave up
without a fight. Working out the problems might have paid off for
everyone involved.

Section 2. Setting priorities

**Help Carla get her priorities in order.**

It's Carla's first week as a teleworker. Today is Friday, it's been a
horrendous week, and this day hasn't started out too smoothly, even
though it's just 7:30 a.m.

She has her hands full this morning. Without knowing the details of
either job or assignments, we can only make assumptions about the
consequences of not getting things done.

Below are all the to-do's she must deal with. Carla determines the order
in which to tackle them by "(H) high priority," "(M)medium priority" and
"(L)low priority."

-   Answer a knock on the door from her neighbor who she knows wants to
    talk about her vacation \-- low

-   Do some creative thinking about a new project she has been asked to
    begin \-- low

-   Check out the day's calendar \-- high

-   Prioritize her to-do list \-- high

-   Finish the project she started earlier in the week (deadline this
    afternoon) \-- high

-   Get the kids ready for school \-- high

-   Answer 35 e-mail messages \-- medium

-   Call back her boss who left a message on her voice mail \-- high

-   Respond to her sister's message from yesterday \-- low

-   Call to see about getting her printer repaired \-- medium

-   Get prepared for a conference call with co-workers and managers that
    begins in an hour \-- high

-   Make calls to some of her key internal clients to arrange for
    meetings with them when

she goes into the office the day after tomorrow \-- medium

-   Go through her PowerPoint™ tutorial to learn how to create animation
    in her slide presentations \-- low

Every teleworker -- and probably every office worker as well -- has much
more to do than can be comfortably done in the time available. That
means to-do lists must be constantly reviewed and re-prioritized. This
is even more important for teleworkers, since most of the time they're
on their own; no one is going to walk by their office and remind them
about one of those to-do\'s.

Information Technology for Teleworking

Teleworkers are required to take IT training

**Your Computer:**

-   Your IT staff may need to set-up a government computer to include
    all needed hardware and software for communications and security.
    Please review the home set-up procedures with your IT staff. You may
    receive or have instructions for using:

-   A computer;

-   A firewall hardware to take home;

-   Updated procedure for software such as anti-virus application;

-   Assistance with connectivity to the internet.

-   If applicable, instructions with limitations for special
    connectivity needs.

**Data Files:**

-   You may keep your files on your portable computer OR use the new
    centralized computer directories. Discuss this option with your
    manager and IT staff. Employees should discuss data security
    requirements with their manager before teleworking begins to
    establish best practices for their specific category of data.(e.g.
    financial sensitive, contract sensitive, Privacy Act). If you move
    your data files to the centralized home directory, you benefit from
    the NIH backup/recovery service and you can readily access the same
    files from home or work. If you leave your files on your portable
    computer, you will need to provide for regular backup copies of you
    data and for their physical security.

**Security:**

When teleworking you have several security responsibilities to remember:

1.  Update your virus software twice a week or when you read messages
    about a new virus threat.

2.  Use the hardware firewall provided by your IT staff.

3.  For data files kept on the teleworking computer, make sure you back
    up your data often. You may do this manually or choose to use the
    centralized home directories.

4.  Please remember NIH is only secure as your remote computer. Exercise
    good security practices so your system doesn't because become the
    weakest link.

5.  Log off all sessions when not in use. It is critical to log off
    (e.g. Start menu, Log off) sessions when not in use to verify
    individual authentication when you return and to free network
    resources for other remote users.

Section 3. A few final tips

**More about security:**

-   Files, papers, disks, etc. are all company property. Treat them
    confidentially. Don't share passwords with kids/spouses/neighbors.

-   Don't demo the system for the curious.

-   Keep doors locked, don't advertise your presence at home, and don't
    allow others access to the equipment.

-   Check out your homeowner's or renter's insurance to make sure
    business equipment is covered.

-   When driving with the employer\'s laptop or confidential papers in
    your car, keep the doors locked when you're out of the car, even if
    it's just for a few minutes.

**Scheduling and work planning:**

-   Decide on a routine, whatever it is.

-   Work when you're most productive, taking into account your
    availability to co-workers and other callers.

-   Communicate your schedule to manager and colleagues

-   Discuss with your manager how to track your hours.

-   Watch out for workaholism. You don't have to work longer hours just
    because your job is now more convenient.

**Measurability:**

-   Concentrate on the end products of your work rather than the process
    or the activity levels.

-   Get into the habit of asking (for each task) "How will I know when
    this is done correctly?"

-   Use a daily to-do list to spell out your deliverables for the day.

-   Prioritize your tasks.

-   Measure your progress against the to-do list and start with
    high-priority tasks.

This concludes Module III. You have met and dealt with some common
challenges, practiced setting priorities and learned more about how to
make your telework arrangement successful. You are now ready to proceed
to Module IV.

Module IV. Planning together with your manager

In this module, you'll discover the issues to resolve before the
arrangement begins, lay out the ground rules, fill out some forms with
your supervisor, and head off and potential problems. And you'll have a
framework for mutual agreement with your managers.

Section 1. Issues to resolve together

You and your manager will want to meet together to work out the details
of the telework arrangement to your mutual satisfaction.

Below are some suggestive questions of what you could ask your manager
about your schedule, work hours, communication, use of office time,
logistics, equipment, shortcoming analysis or anything else.

Schedule

How many days each week will you be at home?

Will the number of days increase later on?

If so, under what conditions, and what will be the maximum number of
days?

What days of the week, if any, must be in-office days?

Will the number of at-home days vary from week to week?

Work hours

Will there be core hours during which you agree to be available by
phone?

If you choose to work an "early bird" or "night owl" schedule, how will
you arrange to communicate?

What arrangements can be made to satisfy your need for flexibility and
your manager's need for predictability?

If you are non-exempt, how will hours be tracked and reported? What will
constitute overtime?

Overtime will have to be approved in advance. How will that process be
managed?

Communication

How can you ensure that you will be available by phone when needed?

Will voice mail or an answering machine take messages? Who will provide
the voice mail?

How will your calls be handled at the office? Will your home-office
number be given automatically? Calls transferred? Forwarded? Messages
taken?

How often will e-mail be checked?

Would a daily status-check call be appropriate?

Will a business line be used exclusively for business purposes?

Use of office time

What tasks will be done in the office? Which will be done at home? How
will you evaluate the task allocation?

Under what conditions will you be asked to come in on a telework day?

When will staff meetings be held? Project reviews?

Logistics

If hoteling or office-sharing, where will you sit on the days you're in
the office?

How will you get important mail on days when you're home?

How will your files be backed up?

What support are you likely to need from the office on at-home days?
From whom will you get it? What if they are not available when you need
them?

Equipment

What steps should be taken to make sure all equipment is installed and
working properly?

Who will you call if you have PC problems? What if the network goes
down? If it's a network problem, how will you find out about the problem
or the repair status?

Can contingency plans be made so you're not idle too long?

Shortcoming analysis

What areas have proved problematic in the past for you and your manager?
What "friction points" exist, if any, that might be a source of strain?
How can both of you take responsibility to change them?

Anything else

What haven't you discussed?

What is making you uncomfortable?

What is lurking in the back of your mind that may be a potential
problem?

**Section 2. Forms that you need to discuss with your manager:**

Boundary Issues Planning Form

When (and how often) will you . . .

Be available for calls?
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Check and answer
e-mail?\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Check and respond to voicemail?
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Respond to pages?
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Will you plan to . . .

-   Let the office know when you'll be out? \_\_\_\_\_\_\_\_\_\_

Teleworker Work Planning Exercise

Think about the deliverables in your job. Your manager will also be
thinking of a list of deliverables in your job. When of you have
completed the form, sit down together and discuss your lists. In a
perfect world, the two lists would be the same, meaning you and your
manager view the job in the same way. But since none of us is perfect,
there will be differences. Clarifying those differences before
telecommuting begins is a good way to avoid problems later.

Measurability Form

List the 3-5 main parts of your job

1\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

2\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

3\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

4\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

5\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

For each part, clearly specify the deliverable.

1\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

2\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

3\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

4\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

5\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

What are the quality checks used on that deliverable?

1\.
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

2\.
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3\.
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4\.
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5\.
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What checkpoints exist (that is, what are the interim and final
deadlines)?

1\.
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2\.
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3\.
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4\.
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5\.
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**This concludes the training for teleworkers, "**Teleworking --
Mobility for the 21st century workforce"

Following is a quick, ten question review of some of the lessons you've
learned with the correct responses.

1.  The only one of the following qualifications that is not imperative
    for a teleworker is

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a.  A safe, accessible, private place in which to work

b.  Liking and enjoying working for my manager

c.  Sufficient electrical capacity

d.  The ability to arrange dependent care and other personal
    responsibilities so I won't be disturbed during my work hours.

b is the correct answer. It's a wonderful thing to like and enjoy
working for your manager, but teleworkers have been known to be
successful without it. The rest are a "must have."

2.  The most important reason for completing a proposal before you begin
    your arrangement is that it will

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a.  Convince your manager of the benefits of the arrangement

b.  Help you decide if you are really qualified

c.  Help you think through the process

d.  Help your colleagues see that the process is fair

c is the correct answer. Help you think through the process is the most
valuable contribution the proposal step can make, even though all the
others may indeed occur.

3.  Which of the following would not appear in your proposal?

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a.  Your reason for wanting the arrangement

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a.  The time schedule for implementation.

b.  Task allocation (what tasks will be performed when)

c.  How it will impact the organization

a is the correct answer. Your reason for wanting the arrangement is the
unwanted item in the proposal. No matter how compelling your reason,
your focus should be on the business reasons for you to telework.

4.  Most suitable for telework are jobs with measurable results. The
    primary question to ask is . . .

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a.  Are all stakeholders satisfied with the results?

b.  Are the deliverables satisfactory and delivered on time?

c.  Is the in-office staff able to communicate with the telecommuter?

d.  How will we know when the job is done correctly?

d is the correct answer. How will we know when the job is done correctly
is the question to ask at the beginning. The others are all good
questions, and fit within the big question.

5.  The best place for teleworkers to focus is on the

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a.  Process

b.  Deliverables

c.  Daily activities

d.  Hours worked

b is the correct answer. For most telecommuters, working from home means
being clear each day about your objectives, your end product and your
deliverables.

6.  One of the primary reasons for failed telework arrangements is . . .

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a.  Lack of dependent care

b.  Teleworkers fail to increase their productivity

c.  Isolation from the office

Resentment on the part of in-office staff

c is the correct answer. Isolation from the office is the correct
answer. Remember to do whatever you can to stay connected, included and
aware of office news.

7\. Which of the following is not a good way for teleworkers to fight
temptation?

a.  Stop and start work at a different time each day.

b.  Decide that you are someone who keeps your word.

c.  Decide the night before what you will eat the next day.

d.  Post your hourly schedule and request support in sticking to it.

a is the correct answer. Stopping and starting work at a different time
each day might make life more interesting, but getting your mind and
body used to a routine is a better way to fight temptation.

8.  To help your family understand how to help you in your telework
    arrangement, the best thing to do is

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a.  Post rules and regulations.

b.  Explain your reasons for working from home.

c.  Arrange signals that will help them know how to act.

d.  Tell them to simply pretend you are not there.

c is the correct answer. Teleworkers everywhere say it's most helpful to
have prearranged signals such as a closed door, colored lights, etc. to
let them know when it is and is not okay to interrupt.

9.  Which of the following is not a recommended step in the process of
    preparing to telework successfully?

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a.  Hold a family council

b.  Arrange dependent care

c.  Set measurable goals for the arrangement.

d.  Train family members to answer the phone in a business-like manner.

d\. is the correct answer. It's best if family members don't answer your
business line at all (that's why we have voice mail and answering
machines).

10. Which of the following is not a recommended step in the process of
    preparing to telework successfully?

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a.  Discuss the arrangement with your office colleagues

b.  Begin by working from home just part of your week.

c.  Ask an in-office "buddy" to be your eyes and ears on days you're
    working from home.

d.  Create a communications plan.

a is the step that's not necessarily recommended, although it may be a
good idea. The next three are definitely first steps in the process.

Below is a list of various websites to refer to for additional
resources:

1.  [http://telework.od.nih.gov](http://telework.od.nih.gov/)

2.  [http://telework.gov](http://telework.gov/)

3.  [http://telecommute.org](http://telecommute.org/)

Congratulations. You have completed the course, Managing Telework
Successfully: A Guide for Employee. A certificate of completion is
generated with your name on it.