Though videoconferencing and other high-end technologies are required sparingly, if at all, some teleworkers, like those at the Global Outsourcing Group at Unisys Corp., based in Bluebell, Pa., rely on teleconferencing services, which allow any employee to easily book ad hoc or regularly scheduled telephone meetings over the company's phone system. Some executives insist your management team is already in trouble if individuals have to adapt their management style to accommodate teleworkers. Remote communication is a given today. If you can't manage and work remotely, you're not going to be successful. Hoteling worker Deborah Bense, a program analyst with the IRS's information resources management office, says her manager had to change her style very little to accommodate remote workers.
Management needs to trust their employees.
My manager is very flexible. We talk or exchange e-mail every day, but she knows that if she asks me to do something it's going to get done. A good supervisor can make it work, but the program will fail if the supervisor isn't enthusiastic. Managers who are best at handling teleworkers and other remote employees tend to be good at scheduling and managing work assignments and identifying workflow problems before they turn critical, HR directors say. Managers who aren't as strong in project management may underestimate or overestimate project time lines for remote workers, which can result in missed deadlines.