CSUF & Telecommuting. An analysis of the potential application of telecommuting practices at CSUF

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1 CSUF & Telecommuting An analysis of the potential application of telecommuting practices at CSUF

2 Telecommuting

3 Charge for Telecommuting Group Identify telecommuting best practices, pros and cons Recommend potential application and administration of a telecommuting policy for CSUF Research telecommuting issues and organizations (private, public, and Higher Ed)

4 What is Telecommuting? For CSUF s purposes, telecommuting can be defined as: Any University employee working from a remote location to complete their assigned job duties anywhere from 1 to 5 days per week.

5 U.S. Telecommuter Trendline Million % 18% 18% 20% 21% 15% % % 25% 34 20% 15% 10% 5% % Telecommuters at least 1 day per month Percentage Source: US U.S. Census Bureau and WorldatWork Research

6 Telecommuting in UC and CSU UC System CSU System President s Office Chancellor s Office Berkeley Northridge Davis San Jose Irvine San Francisco Los Angeles Sacramento Merced Fresno Riverside San Luis Obispo San Diego East Bay San Francisco Dominguez Hills Santa Barbara San Marcos Santa Cruz Bakersfield Stanislaus Channel Islands

7 Telecommuting Benefits Increased Productivity Employers note increased productivity Employees indicate greater productivity Environmental Benefits Helps meet Air Quality and transportation mandates. Reduces traffic congestion Reduced Expenses Real Estate Overhead Better Resiliency Economic Issues Disasters

8 Telecommuting Benefits (cont.) Enhanced Retention Work/life balance Greater job satisfaction Enhanced Recruiting Attract larger pool of qualified candidates Demonstrate commitment to work/life balance Reduced Absenteeism Employee can still be productive when unable to be on campus but is capable of working.

9 Challenges & Best Practices Challenge Telecommuting is not for all employees. Telecommuting may not be a good fit for CSUF. Best Practice Have a representative group develop a flexible policy. Begin with pilot studies and a representative pilot group. Telecommuting may not be utilized properly. Telecommuters may not work efficiently at home. Provide training for managers and telecommuters. Accountability management should focus on results achieved.

10 Challenges & Best Practices (cont.) Challenge Each employee and position is unique. Lack of knowledge reduces productivity. Needs change over time. Telecommuters aren t as visible. Best Practice Decisions are case-by-case after review of work obligations and performance measures. Provide telecommuters with training and proper technology. Survey telecommuters and managers on a routine basis. Encourage interactivity via existing technology solutions.

11 Technology & Security Connectivity Toolsets & Equipment VPN Virtual Private Network Remote Desktop Security BigFix Collaboration ilinc Web & Video Conferencing

12 Avoided Costs Assumptions: People: 100 Office: 10 x 10 (per person) Parking: Parking Structure Commute: 20 miles one way (per person) Emissions: 2007 Campus/EPA data

13 Avoided Costs 100 telecommuting employees Expenditure Cost Office Space $4,000,000 Parking $1,500,000 Utilities & Maintenance Environmental Costs $94,000 (per year) 670 Tons CO 2 (per year)

14 Potential Telecommuting Application Employee submits request to MPP, if the request is approved MPP and employee will discuss the following: Work schedule and number of days employee will telecommute Job duties to be completed at home and due dates Discuss performance expectations/meet periodically Emphasize that all campus policies/procedures still apply Sign an agreement Safety agreement

15 Selection Criteria for a successful telecommuting program Employees with above satisfactory performance Fully understands d dept. function, operation, Policies and Procedures Prioritizes his/her work and meets deadlines Understands that working at home is not taking care of children, chores, errands and house cleaning

16 Final Recommendations Cal State Fullerton should develop a telecommuting program Further analysis and research Create a campus-wide committee Initiate a pilot program

17 Final Recommendations (cont.) Committee tasks: Determine who belongs in the pilot group Develop general telecommuting guidelines Set the scope of telecommuting program Explore telecommuting issues for exempt and nonexempt employees Draft telecommuting participation and safety agreements Develop accountability management methods Provide training tools for employees and managers

18 Summary Telecommuting offers many benefits at minimal cost Telecommuting is an attractive option for retaining and recruiting employees Telecommuting promotes CSUF s sustainability goals and supports a commitment to work/life balance Telecommuting is easily implemented with the campus existing technology

19 Questions?

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