The pilot evaluation determined that no loss in productivity was found despite some initial concerns by middle management. In fact, staff found that productivity had increased in some areas including issuing permits, writing legal briefs and other activities that required uninterrupted concentration. With these good results, management increased the program to 60 regular teleworkers. The program continued to grow and eventually became a part of the National Negotiated Agreement with the labor bargaining unit. The National Agreement removed the limitations on the number of participants and the program involved more individuals as ways to work successfully from home were found.
Staff works carefully in designing an effective program.
However, effective planning could not remove supervisors' fears of letting go. Others expressed concerns about whether employees could effectively manage their work life in conjunction with their home life when teleworking. My concerns about one of my employee's outside activities interfering with work did not materialize as he regularly provided me with planned projects for telework days and reports of completed work. Often he chose not to telework when he lacked current assignments suitable for work at home. Other concerns that arose during the initial development of the program included a perception that the telework program would be used for favoritism.