When telework is properly introduced, managers learn ways to better communicate, delegate, set expectations, measure performance, and manage the entire workgroup. With these new skills, managers don't lose control of teleworkers, they actually gain more control over the output and success of the workgroup. Its team-based knowledge workers communicate in ways ranging from electronic to human, from formal to ad hoc, from tactile to virtual, from collaboration to independent, from centralized to disbursed, from technical to emotional, and from being on the payroll to being outsourced. When properly integrated, a telework program can be both a catalyst and by-product of the networked organization, causing employees to work better together even when they're apart. Many employees, for instance, have returned to work more quickly from injuries by working part time from home.
Employers can accommodate mobility-impared employees by allowing a telework option.
And, many employers take vehicle trip-reduction credits for telework where clean air ordinances and tax incentives exist. Considering the frequency that certain employees are actually using their desk and office is quite low, many employers have established an office-sharing or 'hoteling' arrangement, allowing mobile workers to use the space when not on the road or working at home. Courtesy InteleWorks, Inc .