In October of 2000, the federal government passed a law that required 25 percent of the eligible federal workforce to be able to telework (Public Law (PL) 106-346). In the public workforce, 1 in 5 workers now engage in some sort of telework, according to ITAC, a telecommuting advisory group. Employees like telecommuting because they save money on fuel and commute time, and can work in their pink, fuzzy slippers. But as a manager, how do you ensure that they actually do their work?

Establish guidelines
Just as with on-site staffing, creating a formal plan with written policies and procedures is key to performance success. Once you've established company ground rules, lay down some departmental guidelines.

First, determine how many days your telecommuters will work from home and how many, if any, they will be required to be on-site. Establish, in writing, daily responsibilities and set regular daily hours, including lunch and other breaks. Have the assigned supervisor set project deadlines and schedule regular progress meetings, either face-to-face or via phone. Provide access to the right equipment, as well. Laptops, secure remote access, a separate phone line, a headset with a mute button, and help desk support can keep things running smoothly.

Choosing the right staff
The most important factor is to hire people who are most suited for telecommuting. The ideal candidates will be self-starters who can achieve objectives with minimal supervision, are very flexible, and don't need the social environment of an office on a day-to-day basis.

The benefits to you
Today, the federal government and thousands of companies realize huge savings in energy costs, employee parking, and real estate space. But they've found even bigger benefits, such as access to a larger talent pool, reduced turnover, increased employee satisfaction, and the ability to maintain business continuity in response to natural, man-made or "family" disasters. They have even seen better performance, fuzzy slippers and all.