Telework and Your Bottom Line

During an Ecommute Round Table discussion presentations were made by LA County and The Aerospace Corporation describing their telework programs.  Below are presentation highlights.

LA COUNTY Supervisor Mike Antonovich’s Office

Debbie Mendelsohn from Supervisor Mike Antonovich’s office described how Supervisor Antonovich was the initiator of teleworking in the Los Angeles region as an effective means to reduce congestion and improve air quality.  He led the charge for LA County’s adoption of a telework program in 1989 and continues to advocate teleworking as a win - win for companies based on the benefits companies receive from implementing telework programs.

Initial challenges faced by the County included:

• Support for program varied from department to department. 
• New Management measurements if not related to output were hard to conceptualize in terms of actual benefit. 

County of Los Angeles

Elham Shirazi, stated that of the over 80,000 employees working for the Los Angeles County, approx. 5,000 currently telework.  The Counties program started in 1989 when it was decided that this was the way they were going to do business. 

Steps Taken to Implement Formal Telework Program:

• Standards policies and procedures were created and their formal program was launched. 
• Exempt and non-exempt employees are allowed to participate in the program.

Findings:

Biggest factor for successful telework program is for management to trust their employees.

• Telework is not for everyone, some were too isolated working alone depending on the type of interaction required. 
• Type of position and tasks associated with the position would determine which employees were the right candidates for teleworking. 
• Over time and through education and increased involvement there was a measurable increase in employee productivity.

Associated Costs

• 70% spend zero dollars on the implementation of the program.
• Formal telework training sessions are held for both management and teleworkers.
• The County does not pay for employees’s connectivity or equipment.

 Liability

• Workers compensation applies to employees that work at home.  However work space has to be safely designed.  In the past five years the county has had no cases of injuries due to teleworking.

 Benefits:

• Two departments measured productivity and found 30% increases in employee productivity as a result of teleworking.  This was based on productivity data that related to coding of data.
• Management surveys indicated an average of a 10% increase in productivity for employees who telework
• 3.8 days saved from absenteeism per teleworker per year. 
• Employee retention has increased 15-20% because of teleworking.
• Recognized increase in moral as a result of teleworking. 
• It was stated that biggest factor for successful telework program is for management to trust their employees.

Telework Program Expansion

• County departments increase the number of participants by requesting formal training.  The program is completely institutionalized.
• In 1993, Telebusiness centers were created as a transitional effort, beginning in Antelope Valley, the effects were reduced vehicle miles traveled for employees.  Dome employees saved as much as 2-3 hours of driving time.

• In 1994 after the Northridge earthquake, teleworking increased. 
• Current efforts to increase telecommuting are driven by need to reach rideshare goals mandated by AQMD’s Rule 2202.

The Aerospace Corporation

Charlotte Lazar-Morrison stated the Aerospace Corporation with 3,400 + employees sees teleworking as the way of the future.  See program as beneficial for employee retention.  Four to five years ago staff was involved in creating a pilot program which resulted in developing rules and practices.  One handbook was created for both management and staff.  Currently 2-3% (60) employees participate in program.

Steps taken to implement formal telework program

• Interviews held with management allowing informal telework activity
• Interviews held with employees allowed to telework on informal basis
• Began with pilot program monitoring telework activity of 10 employees for 6 months
• Worked through issues – connectivity, reporting
• Conducted focus groups – identified best candidates for teleworking
• Drafted policies, agreements, productivity measurement tools
• Only Exempt employees are allowed to telework.
• MOU signed by the employee who teleworks is renewed every 3 months depending on project.

Findings

Program has been a positive experience for both management and employees involved

Associated Costs

• No additional cost to company
• Employees provide own equipment/DSL connectivity
• Company reimburses phone calls

Security

• No issues related to connectivity

Liability

Initial concerns were related to how they were going to deal with home related workers comp cases. 

• Only one workers comp claim related to a chair malfunctioning – was resolved with no issue

Benefits

• Were able to retain employees commuting far distances by allowing telework
• Increased productivity
• Reduction in absenteeism
• Several workers comp claims were settled sooner when employee was unable to commute to work but could return to work sooner if they were allowed to avoid the commute and work from home.

Telework Program Expansion

• Surprisingly Teleworkers increased from 10 to 60 with no marketing or promotion of program by management/human resources.  Employees who think they can telework approach their management or HR and discussions are held to identify guidelines and sign-up individual or provide valid reasons for non-eligibility.  Employee relations person serves as a mediator between management and staff when necessary for fairness in decision making process.  Process has been successful and has not yet been challenged.