A 'quick start' guide

Telework can be easy to set up but successful, sustainable telework initiatives require planning and preparation if the potential difficulties are to be minimised and the benefits maximised.

Although every organisation is different, the following ten steps are basic to establishing a profitable and productive telework initiative in most organisations. Following these steps will help you start in the right direction. The detailed guide to telework better practice provided should also be considered.

Know what you want to achieve: Telework can deliver many benefits but only if they are specifically targeted. A telework initiative designed to reduce staff turnover could be different to one that increases productivity or reduces space requirements. (See the establishing parameters section for more information.)

Know what your organisation will look like in three years: A long-term plan is necessary for a telework initiative. Not only does a long-term view provide opportunities for developing meaningful cost-benefit analyses but it will also help align your telework initiative with the vision of how your enterprise will develop into the future. How many people will be teleworking? For how much time each week? (See the creating a model section for more information.)

Develop an indicative budget: Work out how much implementing telework might cost and what financial benefits can be expected. It is a good idea to list the less tangible benefits as well. (The calculator available here will provide an estimate of the possible benefit and the cost benefit analysis template provides more comprehensive analysis.)

Obtain support and commitment from senior management: A telework initiative will not get very far if senior management are not prepared to support it. Such support could include allowing time to be spent on developing the initiative, ensuring relevant staff are able to assist (e.g. IT and HR staff) and a commitment to taking part in the telework initiative once it is launched. High-level endorsement can help overcome many possible difficulties.

Consult widely: Staff in the human resources, information technology and property management departments plus union representatives, potential teleworkers, other staff and managers will all have input and comments that will need to be considered. It is a good idea at this stage to talk to people outside your organisation who might already have experience of setting up telework initiatives and to get advice and comment from experts.

Draft a telework policy and guidelines: These documents should cover occupational health and safety issues, where and when telework can take place, the organisation’s expectations of the teleworker and any other relevant information. The documents should include an assessment process so that only suitable employees are able to telework. They should also include a draft formal agreement setting out who will be paying for what, how work will be monitored and managed and the impact telework will have on other work conditions. The policy document is important as it can help overcome many of the issues that might have been raised in the previous step. (See the telework policy template, the telework guidelines template, the template for staff self-assessment and the telework agreement template for more information.)

Specific consultation: Once a telework policy has been drafted it should be discussed with senior management, human resources and information technology personnel. It should also be circulated to other staff for their input.

Organise: Training courses may need to be developed or outsourced, information technology equipment may need to purchased and tested and off-site offices will need to be set up and assessed.

Start your telework initiative gradually: Allow only a few employees to telework and only for a limited time to begin with. This will allow you to confirm that the processes and telework policies work well before rolling out the initiative to across your organisation.

Make it normal: Successful telework initiatives are totally integrated into the way the organisation works.