"The
RCOG's goals for developing a telework program were
to promote a good balance between work and family
needs, to set a community example and to answer the
business needs of our organization.
From
the results of our six-month pilot program, I think
there is good reason to continue and expand the program.
Like other businesses, we have to learn to use those
tools that will create a work environment of employee
productivity, trust and fiscal sense.
Teleworking
has proven a viable solution to many of our business
issues, as well as helping address the transportation
problems the metro area is, or will be, facing."
-
RCOG, Executive Director
Background
and Implementation
The
RCOG has 82 employees, 11 of whom were in the initial
telework pilot. These employees were selected from diverse
departments including aging, transportation, information
technology, and public information. The telework program
was implemented to promote a good balance between work
and family schedules, to set a community example, and
to improve organizational efficiency. The pilot project
lasted six months. Employees generally teleworked one
day per week. Most employees had flexibility in changing
the teleworking day to accommodate company needs. The
RCOG did not provide the teleworkers with any computer
hardware. Employees have remote access to company email
and were given priority in obtaining DSL service in
the office.
The
RCOG adopted a formal selection process for identifying
appropriate teleworkers. All interested employees and
their supervisors completed selection surveys. The surveys
also served as a screening tool for several employees
who requested forms but decided not to be part of the
program. Once selected, all employees signed telecommuting
agreements and attended, along with their supervisors,
a two-hour training session.
Results
Both
teleworkers and their managers agree that productivity
and work quality have improved as the result of teleworking.
In addition, both strongly agree that teleworking is
good for the organization and has created a good work/life
balance. The supervisors, over time, have become much
more trusting of the teleworking arrangement. Individual
departments keep master calendars and schedules indicating
staff location on teleworking days and indicate how
teleworkers can be reached (home telephone, cell phone,
fax, email, etc.).
The
teleworkers conduct word processing, write/edit, and
conduct business on the phone when working at home.
On average, the teleworkers save 78 minutes each time
they telework. They spend that saved time to work more,
sleep and spend time with their families.
The
teleworkers start work about half an hour earlier and
stop work about half an hour earlier.
On
an annual basis, the 11 RCOG teleworkers are reducing
vehicle miles traveled in the region by 21,888 miles
and are helping prevent 821 pounds of pollution.
After
reviewing the six-month pilot results, the RCOG management
decided to continue the practice of teleworking and
expand the program to other interested employees.
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