Managers felt that employees would view it as a privilege that was given only to certain employees for reasons that were out of their control. However, because of a comprehensive telecommuting policy, and good communication between staff and managers, employees have realized that telecommuting is not a good fit for everyone. An unforeseen challenge that Abbott confronted was the constant upgrading and maintenance of the technical equipment used by telecommuters. However, Abbott quickly learned that if they did not afford telecommuters enough resources to do their work effectively and efficiently, as well as solve the majority of their problems on their own, the telecommuting program would not produce the results to justify its effort and cost. Advice for Potential Telework Managers Barbara Lietz, Medical Transcription Manager at Abbott Northwestern Hospital, offers three important pieces of advice to potential telemanagers.
Communication Agree upon and maintain a communication plan.
Choose specific times to talk on the phone, e-mail and visit the office and adhere to that plan. An effective communication plan can make telecommuting less stressful and more beneficial to the employer and the employee than working in the office. Continuation Continued technology improvements, review of telecommuting standards, procedures and responsibilities, and improved resources allows telecommuters to be as well equipped and self-sufficient as employees who work in the office. Inc. All rights reserved.