DOE Telework Manager Training

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DOE-Flex Program Time to Telework
Remote Management and LeadershipEddie
CaineTManage, Inc.
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policy statement

• People are the Department of Energys most
  important resource, and we will develop,
  motivate, and support them in accomplishing our
  missions. Employees are more than just the jobs
  they do, and the Department is committed to
  helping them meet their responsibilities on the
  job, at home, and in their communities. In doing
  so, the Department will establish flexible work
  arrangements that will improve the quality of
  employees work life and contribute to a cleaner
  environment and a safer, more productive
  workplace.
• Secretary Richardson

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training objectives

• The policy and how the program is administered
• The benefits of program participation
• Why training is critical to success
• The characteristics of a successful program

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training objectives

• How to manage employees from a distance
• How to address DOE-Flex issues concerns
• What you need to do to keep everyone in the loop
• Methods to improve office communications
• How to promote and implement this program

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DOE-Flex Program Objectives

• Achieve program participation goals
• FY 2000 5 participation rate
• FY 2001 10 participation rate
• FY 2002 15 participation rate
• FY 2005 20 participation rate (Washington DC
  area)

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DOE-Flex program objectives

• Improve productivity
• Improve employee well-being and quality of life
• Maintain work production and services
• Improve the Departments ability to recruit and
  retain high quality employees
• Reduce the employees need to commute
• Reduce costly building space

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DOE-Flex employer benefits

• Increases Productivity
• Enhances Employee Recruitment and Retention
• Improves Employee Job Satisfaction
• Provides Greater Workplace Flexibility
• Complies with Clean Air, Energy Savings, Rehab
  Act, and Family Leave Programs
• Reduces the Need for Future Office Space

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employee benefits

• Improves work/life balance
• Reduces commute and office stress
• Reduces commute time expense
• Improves personal safety
• Improves individual flexibility so employees
  can work where and when they are most productive

Source Telecommute America 1997
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commute time time wasted
Minutes Minutes Hours 40-Hr Weeks One Way Round
Trip Per Year Per Year 10 20 80 2 20 40
160 4 30 60 240 6 40 80 320 8 50 1
00 400 10 60 120 480 12
Figures adjusted for vacation, holidays and sick
leave normally taken during a year Source
Working from Home
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community benefits

• Improves neighborhood safety
• Reduces traffic congestion
• Improves air quality
• Reduces waste and conserves energy
• Builds closer bonds with family and community

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why train managers?
No Training
With Training
Satisfaction
Satisfaction
Euphoria
Euphoria
Equilibrium
Equilibrium
Discomfort
Discomfort
Time
Time
Employees
Managers/Co-workers

• Accelerate Upward Curve
• Establish ground rules up-front
• Delivery - completed assignments
• Maintain office contact and attend meetings
• Measure and share success stories
• Coaching/Teaming
• Expect an adjustment period

• Minimize Downward Curve
• Communication is the key
• Quick installation - minimize disruption
• Technical support - allow productivity
• Establish a routine - end of the day ritual,
  scheduled breaks
• Expect an adjustment period

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three-legged stool
Mobile - Out of Traditional Office Quiet
Concentrated Work Time Face-to-Face Customer
Interaction
Appropriate Job Tasks
Characteristics Include Perceived Self -
Motivated and Responsible Independently
Productive Understands Organizational
Relationships Appropriate Work Environment
Characteristics Include Good Planning Skills
Manages Output - Not Time Provides Clear
Objectives Monitors Off-Site Work Provides Timely
Constructive Feedback
Success
Manager
Employee
Voluntary
Trust
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remote tasks

• What job tasks fit teleworking?
• Project-oriented work
• Computer programming
• Telephone calling
• Auditing reports
• Planning scheduling
• Data processing analysis
• Reviewing proposals and written reports
• Reading, word processing, and thinking

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other tasks

• What job tasks DO NOT fit teleworking?
• Tasks that are difficult to measure
• Tasks involving access to materials or
  information that cannot be moved
• Tasks requiring special in-house equipment
• Situations where face-to-face interaction is
  required

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teleworker profile

• What makes a good teleworker?
• Requires minimal supervision
• Has a high level of skill and knowledge
• Works well with family members
• Is productive at alternate workplaces
• Is self-motivated, well-organized, and highly
  productive
• Possesses strong time-management skills
• Solves problems independently before asking for
  help
• Communicates well with a manager and co-workers

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break time
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administration

• A DOE-Flex arrangement may be
• Medical
• Regular
• Situational

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administration

• The DOE-Flex opportunity
• Managers promote and utilize the program
• Employees must volunteer to participate
  
• Managers approve work to be done
• Managers approve employee's work schedule
• Employees are to be accessible
• No requirement to cover home-office expenses

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administration

• DOE-Flex Process for Managers
• Identify appropriate job tasks/assignments and
  establishing an inventory of positions
• Discuss DOE-Flex option with all applicable
  candidates
• Document all arrangements
• First- second-level approval/disapproval
• Managers employees may terminate an arrangement
  when needed
• Support and promote the program

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manager profile

• What skills are needed to manage telework?
• Trust his or her employees
• Possess a positive attitude toward DOE-Flex
  program
• Be a good communicator
• Manage by results not observation
• Delegate tasks and responsibilities
• Coach by establishing time frames and reviewing
  status
• Encourage goal setting
• Provide appropriate and timely feed back

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manager profile

• What manager traits will cause telework to fail?
• Not trusting the teleworker
• Ignoring the teleworker
• Setting unrealistic deadlines
• Neglecting problems
• Supervising too closely
• Expecting everyone to be a good teleworker
• Not taking telework seriously

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issues managing the remote worker

• How do I know the employee is working?
• What if everyone wants to work at home?
• What about legal and liability issues?
• What about security in dealing with classified
  and confidential documents?
• How can my budget afford to support telework?
• What if the employee is not readily accessible?

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managing teleworkers

• Manage by results
• Act as coach rather than superior or boss
• Empower at the lowest practical level
• Help balance work and personal needs
• Be open to new ideas
• Warning signals
• Performance drops
• Insufficient face-to-face interaction
• Feedback from coworkers and customers

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managing performance

• Manage teleworkers the same way you manage other
  employees
• Empower the employee to personally plan their
  DOE-Flex activities and participate in the method
  of evaluation
• Measure performance based on results
• Build into your processes regular progress reports

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managing the work team

• Teaming is giving the right people
• clear direction,
• the tools to do the job,
• and the resources needed to accomplish their
  objectives

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managing the work team

• Build a close team by
• Keeping co-workers informed - make sure they feel
  a part of the team
• Tracking the impact DOE-Flex has on others
  (co-workers, customers, etc.)
• Employing the buddy system
• Designing work so that almost no one works alone
  on a project

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communications

• Over communicate at first
• Provide clear instructions, deadlines, progress
  reports and regular feedback
• Make sure everyone gets the same information
• Save messages for specific times
• Ask questions to ensure understanding
• Schedule face-to-face meeting times

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own implement

• Be honest with your teleworker
• Review and re-certify arrangements at least
  semi-annually
• Give praise and feedback regularly
• Maintain a meeting schedule with your teleworker
  and act on problems right away

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own implement

• Take credit for past efforts
• Start slow, small, and look for champions
• At your next all-staff meeting
• Ask for input from co-workers
• Demonstrate respect for the telework arrangement

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summing up.

• The policy and how the program is administered
• The benefits of program participation
• Why training is critical to success
• The characteristics of a successful program
• How to manage employees from a distance
• How to address DOE-Flex issues concerns
• What you need to do to keep everyone in the loop
• Methods to improve office communications
• How to promote and implement this program