Moving Telework from Compliance to Competitiveness

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The Telework Enhancement Act of 2010 offers a flexible work environment that maximizes the strategic benefits of a fully integrated telework program.

The Telework Enhancement Act of 2010 offers a flexible work environment that maximizes the strategic benefits of a fully integrated telework program.

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Before the ink was even dry on the presidents signature of the Telework Enhancement Act of 2010, you could almost hear the sighs of dj vu all over again across the nations capital. Historically, telework-related bills have been passed and memoranda written, but the fact remains that only 6 percent of all federal employees telework even one day a week. So when the snowstorms shut down Washington, D.C. last winter, the work of the federal government ground to a haltthe cost was roughly $70 million per day in lost productivity.

Before the ink was even dry on the presidents signature of the Telework Enhancement Act of 2010, you could almost hear the sighs of dj vu all over again across the nations capital. Historically, telework-related bills have been passed and memoranda written, but the fact remains that only 6 percent of all federal employees telework even one day a week. So when the snowstorms shut down Washington, D.C. last winter, the work of the federal government ground to a haltthe cost was roughly $70 million per day in lost productivity.

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Why then, with so much attention on the issue, do so few federal workers telework? The answer lies in large part in the opposing views managers and employees think of telework. Managers consider telework something they have to allow employees to do; employees think of telework as something they should be allowed to do. When viewed this way, telework is not an answer to anything. Instead, it feels like an entitlement for employees and a burden on managers.

Why then, with so much attention on the issue, do so few federal workers telework? The answer lies in large part in the opposing views managers and employees think of telework. Managers consider telework something they have to allow employees to do; employees think of telework as something they should be allowed to do. When viewed this way, telework is not an answer to anything. Instead, it feels like an entitlement for employees and a burden on managers.

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But what if managers viewed telework as a tool to work smarter? What if telework was something that managers wanted employees to use because it helped both managers and employees perform their work better and more efficiently? We think this is not only possible, but eminently doable and very desirable.

But what if managers viewed telework as a tool to work smarter? What if telework was something that managers wanted employees to use because it helped both managers and employees perform their work better and more efficiently? We think this is not only possible, but eminently doable and very desirable.

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Unleashing the Power of Telework

Unleashing the Power of Telework

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In our experience, both internally at Deloitte and with clients, a more flexible work environment is a key ingredient to creating a high performance organization. Why?

In our experience, both internally at Deloitte and with clients, a more flexible work environment is a key ingredient to creating a high performance organization. Why?

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As Cathleen Benko and Molly Anderson detail in The Corporate Lattice: Achieving High Performance in the Changing World of Work , the nature of work itself has changed. The term work is evolving from a place you go to something you do. There are several reasons that support this concept:

As Cathleen Benko and Molly Anderson detail in The Corporate Lattice: Achieving High Performance in the Changing World of Work, the nature of work itself has changed. The term work is evolving from a place you go to something you do. There are several reasons that support this concept:

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  technology provides many more options for where, when, and how work is accomplished

  technology provides many more options for where, when, and how work is accomplished

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  work itself has become more project-based

  work itself has become more project-based

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  workers come together from across the organization in a more collaborative, less routine, and more complex work partnership.

  workers come together from across the organization in a more collaborative, less routine, and more complex work partnership.

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In other words, organizations are relying more than ever on their people to take the initiative and actively engage in creatively solving problems. As Kathryn Medina, the executive director of the chief human capital officers council of the U.S. Office of Personnel Management (OPM), said recently, Even HR has to move from being process-oriented to becoming a strategic partner to agency leaders.

In other words, organizations are relying more than ever on their people to take the initiative and actively engage in creatively solving problems. As Kathryn Medina, the executive director of the chief human capital officers council of the U.S. Office of Personnel Management (OPM), said recently, Even HR has to move from being process-oriented to becoming a strategic partner to agency leaders.

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There also is mounting evidence that people who work remotely are more productive. A recent study of teleworkers found that workers who always come to an office drop off in productivity at 38 hours while those who had more flex options on when, where, and how work is performed drop off at 56 hoursa full 18 hours difference!

There also is mounting evidence that people who work remotely are more productive. A recent study of teleworkers found that workers who always come to an office drop off in productivity at 38 hours while those who had more flex options on when, where, and how work is performed drop off at 56 hoursa full 18 hours difference!

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This signals a need for federal agencies to become high performance cultures, in which each employee is motivated to perform to their highest level and is evaluated on the quality of their work. Telework done right promotes both, by making performance expectations more explicit while enabling people to determine when and where they get the job done.

This signals a need for federal agencies to become high performance cultures, in which each employee is motivated to perform to their highest level and is evaluated on the quality of their work. Telework done right promotes both, by making performance expectations more explicit while enabling people to determine when and where they get the job done.

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For example, the U.S. Nuclear Regulatory Commission (NRC) allows employees tremendous flexibility and control over when and where they work. Its no wonder that the NRC has ranked the #1 Best Place to Work in the federal government for three years running. The U.S. Patent and Trademark Office also has seen productivity jump 10 percent, while saving millions of dollars in real estate costs, due to telework.

For example, the U.S. Nuclear Regulatory Commission (NRC) allows employees tremendous flexibility and control over when and where they work. Its no wonder that the NRC has ranked the #1 Best Place to Work in the federal government for three years running. The U.S. Patent and Trademark Office also has seen productivity jump 10 percent, while saving millions of dollars in real estate costs, due to telework.

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Thinking Differently About Telework

Thinking Differently About Telework

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Given the benefits of telework, why dont more federal employees do it? It is no surprise that managers resistance has commonly been cited as one of the biggest barriers. Here

Given the benefits of telework, why dont more federal employees do it? It is no surprise that managers resistance has commonly been cited as one of the biggest barriers. Here

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is what weve heard are some of the most common perceptions about managing teleworkersand how to transform these perceptions into powerful practices that cultivate a high performance organization.

is what weve heard are some of the most common perceptions about managing teleworkersand how to transform these perceptions into powerful practices that cultivate a high performance organization.

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Perception #1: Telework Days Are Different than Office Days

Perception #1: Telework Days Are Different than Office Days

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Have you heard a manager say I dont feel comfortable calling employees at home on the days they telecommute? This shows that either the manager or the employee or both, view a telework day as different from a day in the office. But a day of work is a day of work, regardless of where or how its done. Managers must set expectations up front regarding availability and responsiveness with those who are working virtually, and employees need to take responsibility for meeting those expectations.

Have you heard a manager say I dont feel comfortable calling employees at home on the days they telecommute? This shows that either the manager or the employee or both, view a telework day as different from a day in the office. But a day of work is a day of work, regardless of where or how its done. Managers must set expectations up front regarding availability and responsiveness with those who are working virtually, and employees need to take responsibility for meeting those expectations.

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Perception #2: Out of Sight, Out of Mind

Perception #2: Out of Sight, Out of Mind

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Managers worry that if they cant see employees, how will they know they are working? The reality is that your team is probably not in the office all day, every day. Plenty of research shows that most office space is vacant 30 to 40 percent of any work day. Even when people are at their desks, do you really know what they are doing? The answer is probably no. It is nearly impossible to know by seeing people at desks whether they are working or surfing the Internet for discount vacation packages or talking to friends about the upcoming weekend.

Managers worry that if they cant see employees, how will they know they are working? The reality is that your team is probably not in the office all day, every day. Plenty of research shows that most office space is vacant 30 to 40 percent of any work day. Even when people are at their desks, do you really know what they are doing? The answer is probably no. It is nearly impossible to know by seeing people at desks whether they are working or surfing the Internet for discount vacation packages or talking to friends about the upcoming weekend.

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If anything, the risk from telework is that workers experience a disconnection from work teams and a loss of the sense of community that comes from being physically in the office. In fact, many employees who choose to telework do so occasionally, rather than full-time so they can stay connected. Regardless of the situasecurity concerns; however, over the last decade technology providers have made great progress toward resolving this issue.

If anything, the risk from telework is that workers experience a disconnection from work teams and a loss of the sense of community that comes from being physically in the office. In fact, many employees who choose to telework do so occasionally, rather than full-time so they can stay connected. Regardless of the situasecurity concerns; however, over the last decade technology providers have made great progress toward resolving this issue.

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Perception #3: Technology Is Unsecure and Expensive

Perception #3: Technology Is Unsecure and Expensive

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While information security may have been a roadblock only a short time ago, the technology red herring no longer applies. Indeed, handling sensitive information inherently poses with training opportunities to manage effectively in a virtual workplace. To be sure, managing employees working remotely brings its own set of challenges and requires changes in management style and mindset. The payoff is a more engaged, high performing team.

While information security may have been a roadblock only a short time ago, the technology red herring no longer applies. Indeed, handling sensitive information inherently poses with training opportunities to manage effectively in a virtual workplace. To be sure, managing employees working remotely brings its own set of challenges and requires changes in management style and mindset. The payoff is a more engaged, high performing team.

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Today, secure and affordable systems, equipment, and mobile devices are readily available and have become as prevalent throughout the public sector. Secure tools and applications such as CITRIX and virtual private networks (VPNs) are enabling federal employees to share information and collaborate virtually and securely while keeping their managers well within budget.

Today, secure and affordable systems, equipment, and mobile devices are readily available and have become as prevalent throughout the public sector. Secure tools and applications such as CITRIX and virtual private networks (VPNs) are enabling federal employees to share information and collaborate virtually and securely while keeping their managers well within budget.

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Perception #4: Not In My Department

Perception #4: Not In My Department

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A common reaction to telework is that its great, but it wont work in our department because \[fill in the blank\]. Clearly, some federal jobs do not lend themselves to telework. But managers need to evaluate each position on a case-by-case basis. For example, the Defense Information Systems Agency (DISA) has worked to make the application process easy by developing an automated application software that enables DISA to track all participating employees. According to Aaron Glover, DISA telework manager, DISA is happy to make our softwareavailable to other agencies.

A common reaction to telework is that its great, but it wont work in our department because \[fill in the blank\]. Clearly, some federal jobs do not lend themselves to telework. But managers need to evaluate each position on a case-by-case basis. For example, the Defense Information Systems Agency (DISA) has worked to make the application process easy by developing an automated application software that enables DISA to track all participating employees. According to Aaron Glover, DISA telework manager, DISA is happy to make our softwareavailable to other agencies.

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Moving Forward

Moving Forward

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The truth is that telework will require managers to step up and proactively manage employees. The Telework Enhancement Act takes a significant step by providing managers with training opportunities to manage effectively in a virtual workplace. To be sure, managing employees working remotely brings its own set of challenges and requires changes in management style and mindset. The payoff is a more engaged, high performing team.

The truth is that telework will require managers to step up and proactively manage employees. The Telework Enhancement Act takes a significant step by providing managers with training opportunities to manage effectively in a virtual workplace. To be sure, managing employees working remotely brings its own set of challenges and requires changes in management style and mindset. The payoff is a more engaged, high performing team.

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Ultimately, that makes your job as a manager easier. While your agency determines how to comply with the act, take a closer look at your own views of telework. Think about how you can strategically implement telework to increase employee engagement and productivityit can make not only you, but also the federal government, more competitive.

Ultimately, that makes your job as a manager easier. While your agency determines how to comply with the act, take a closer look at your own views of telework. Think about how you can strategically implement telework to increase employee engagement and productivityit can make not only you, but also the federal government, more competitive.

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References

References

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  Cathleen Benko and Molly Anderson. The Corporate Lattice: Achieving High P__erformance in the Changing World of__Work (Harvard Business Review Press, 2010).

  Cathleen Benko and Molly Anderson. The Corporate Lattice: Achieving High P__erformance in the Changing World of__Work (Harvard Business Review Press, 2010).

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  E. Jeffrey Hill, Jenet J. Erickson, Erin K. Holmes, and Maria Ferr. Finding an Extra Day or Two, Journal of Family__Psychology (June 2010).

  E. Jeffrey Hill, Jenet J. Erickson, Erin K. Holmes, and Maria Ferr. Finding an Extra Day or Two, Journal of Family__Psychology (June 2010).

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  Seth Siegel, et al. Why Change Now? Preparing for the Workplace of Tomorrow (Deloitte, 2009).

  Seth Siegel, et al. Why Change Now? Preparing for the Workplace of Tomorrow (Deloitte, 2009).

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  Status of Telework in the Federal Government Report to Congress, U.S. Office of Personnel Management (OPM), 2009.

  Status of Telework in the Federal Government Report to Congress, U.S. Office of Personnel Management (OPM), 2009.

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Figure 1| Federal Telework Timeline (1972-2010)

Figure 1| Federal Telework Timeline (1972-2010)

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1972 Title IX passes

1972 Title IX passes

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1979 Congress passes both the Federal Employees Part-Time Career Enhancement Act and the Federal Employees Flexible and Compressed Work Schedules Act (FEFOWA)

1979 Congress passes both the Federal Employees Part-Time Career Enhancement Act and the Federal Employees Flexible and Compressed Work Schedules Act (FEFOWA)

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1985 FEFOWA is reauthorized, but gives agencies the right to review and term existing experimental alternative work schedule programs with u.S. Office of Personnel Management (OPM) review

1985 FEFOWA is reauthorized, but gives agencies the right to review and term existing experimental alternative work schedule programs with u.S. Office of Personnel Management (OPM) review

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1989 OPM is required to establish a job share pilot

1989 OPM is required to establish a job share pilot

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1990 Presidents Council on Management Improvement commissions first government-wide telework pilot

1990 Presidents Council on Management Improvement commissions first government-wide telework pilot

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1993 OPM officially endorses use of telework at federal agencies

1993 OPM officially endorses use of telework at federal agencies

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1994 Clinton Memoranda encourages expansion of flexible work agreements (FWAs), including part-time

1994 Clinton Memoranda encourages expansion of flexible work agreements (FWAs), including part-time

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1995 Treasury, Postal Service, and General Government Act fund telework equipment

1995 Treasury, Postal Service, and General Government Act fund telework equipment

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2000 u.S. Department of Transportation and Related Agencies Act require policies to allow telework to the maximum extent possible

2000 u.S. Department of Transportation and Related Agencies Act require policies to allow telework to the maximum extent possible

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2001 OPM submits first report Status of Telework in the Federal Government to Congress

2001 OPM submits first report Status of Telework in the Federal Government to Congress

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2004 Congress enacts Federal Workforce Flexibility Act to recruit and retain 21st century workforce

2004 Congress enacts Federal Workforce Flexibility Act to recruit and retain 21st century workforce

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2006 OPM begins Career Patterns Initiative

2006 OPM begins Career Patterns Initiative

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2009 President Obama pledges to make government a model employer; OPM endorses telework, pledging to increase telework throughout government

2009 President Obama pledges to make government a model employer; OPM endorses telework, pledging to increase telework throughout government

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2010 Telework Enhancement Act passes

2010 Telework Enhancement Act passes

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Source: Deloitte Consulting LLP

Source: Deloitte Consulting LLP