Alternative Work Schedules Today, making a difference in traffic and air quality is not just about being creative with how your employees get to work. Where and when they work can make a big difference too. In today s wired world, telework, or telecommuting, is gaining momentum every day. Telecommuting allows employees to work at a location other than their main office. The employee's home is the best alternative because it eliminates vehicle travel, allows the worker to be more productive with fewer distractions, and allows greater concentration with longer periods of uninterrupted work time. Compressed Work Weeks allow employees to work more hours per day but fewer days within a one or two week period. Variations include 9/80, 4/40, and 3/36. Compressed work schedules offer many benefits to both employers and employees, and eliminate vehicle commuting travel at least once every two weeks. Contact Rideshare staff to find out more about both of these options. Telework Program Frequently Asked Questions 1. How do I know if telecommuters are really working? As an employer of a telecommuter, all the proof you need that an employee is working can be found in the finished work project. Focus on the quality, quantity and timeliness of the work, not the process used to achieve the end result. With observation taken out of the equation, managers must work off objectives or results. Make sure managers and employees work to establish these together. 2. Will the employee work less if they are working at home unsupervised? Actually, the opposite is true. Survey results have shown marked improvements in productivity among teleworkers. They have fewer distractions and interruptions, are able to work at their most productive times of the day, and are less stressed when the commute is removed from their day. Section 7 1
3. How will managers know how to supervise telecommuters? Telecommuting is an opportunity for managers to become better managers. By focusing on the employee's work product, managers will increase their own skills in managing by objectives. Managers of telecommuters should be given training on managing remote employees. 4. What kinds of jobs and what type of employees are suitable for telecommuting? Many jobs or parts of jobs are suitable for telecommuting. Our experience has shown that telecommuting is most successful for those employees who already work alone on tasks such as writing, reading, making phone calls, computer programming, word processing, and data entry. 5. How are telecommuters selected? The first step is for managers or supervisors to truly understand the concept of telecommuting and then identify those jobs that best fit the approach. They can then rely on custom-designed questionnaires that will assist them in selecting employees whose jobs and personal characteristics make them good telecommuting candidates. All telecommuting employees must have the endorsement of his/her supervisor. 6. Is this program only for employees who use and/or have computers? No. A computer is not mandatory to be a successful telecommuter. The minimum equipment necessary to participate in the program is a telephone. Some successful telecommuters use only pencil and paper to perform their duties. 7. What should employers do to prepare employees to be effective telecommuters? Employers should work with Valley Metro to design a training program for both participants and their managers so that they can be sure to cover the issues that are critical to a telecommuting program s success. 8. How can social interaction be maintained to keep telecommuters from feeling 2 Section 7
isolated? It is not uncommon for telecommuters to experience feelings of isolation. Employers can successfully counteract these feelings by limiting telecommuting to part-time versus full-time, establishing core office days for telecommuters, and maintaining frequent communication by telephone or e-mail. Another great way to keep telecommuters involved is to include them in all scheduled meetings and events. 9. Is telecommuting a substitute for child or elder care? No. A telecommuter s work responsibilities are no different from anyone else s. They must not try to handle demanding child or elder care situations at home anymore than they would while in the office. That being said, telecommuters are generally better able to manage their work/family schedules due to the greater flexibility of their work hours. 10. Can telecommuting result in reduced use of sick leave? Yes. A traditional employee loses a half or full day of sick time for a doctor or dental appointment. Meanwhile a telecommuter can simply take an hour or two off and replace that time later in the day or week without using any sick time. Also, often an employee that does not feel well enough to drive to the office may be able to work some hours from home as opposed to losing the whole day. 11. What are the issues the telecommuters should be aware of? Coping with interruptions. Make sure friends, neighbors and family understand the boundaries of your work situation. You may be home, but you are working. Although an occasional interruption may be welcome, telecommuters must learn to maintain focus by keeping interruptions to a minimum. Working long hours. Telecommuters need to be aware of the tendency to work long hours and the need to take regular breaks. Exercising self-control. If telecommuters find themselves procrastinating, they should evaluate their work habits and make necessary changes to ensure Section 7 3
productivity. Designating space. A designated work area is recommended for telecommuting. A separate work space may mean fewer distractions or interruptions and a higher level of discipline and organization. Gaining support. A family's or supervisor's attitude may sometimes be detrimental to a telecommuting arrangement. Telecommuters must work to gain the support and understanding of those around them. 12. How do you manage the employees who are not telecommuting? It is important to include non-telecommuters in your planning process. Establish guidelines to distribute the workload evenly so non-telecommuters are not overloaded. Also, clearly communicate the selection criteria for telecommuters to all employees to avoid feelings of resentment over who is and who is not selected to participate in the program. 13. What happens if the employee is hurt at home while working? An employee is covered for worker's compensation while working at their designated home work space. 14. Will the need for overtime decrease as a result of telecommuting? With telecommuting, employee productivity generally increases, which could reduce overtime. 4 Section 7
Compressed Work Week Basics According to research conducted by the Ford Foundation and Families and Work Institute, those companies willing to invest in programs that help employees balance work and family obligations gain and retain higher quality employees. Compressed work weeks (CWW) are one way to help employees achieve this balance, and are used as an effective management tool by hundreds of companies in the Valley. CWW programs can benefit a company through: Improved productivity, retention and morale Reduction of employee stress, tardiness and absenteeism Recruiting advantages due to an improved company image Trip Reduction Program credit Considering a CWW program? Consider these points. Appoint a committee that represents several different departments and levels to assist in developing a trial program. Review and understand state and federal labor laws governing company employees. Establish the company s core working hours during the day and coverage requirements. Determine the earliest and latest acceptable working hours; consider building security requirements. Review personal time programs and any flex-time programs, and whether CWW schedules will impact or replace these benefits. Discuss needs of holiday season coverage. Clarify rules and requirements for overtime pay. Identify a group of employees suitable for a trial CWW period; we recommended you select a group of employees from the same department to get an accurate feel for how this program will work. Select a trial period for the CWW schedule; two months should be considered a minimum trial period to allow employees to gauge the program. Reassess the program at the end of the trial period for recommendations. Section 7 5