How to manage systems for remote workers - Editorial

Communications News, Feb, 1995 by Paul Kirvan

Today you are just as likely to see employees working at home as at an office. Companies today regularly introduce advanced technologies into the workplace. Local area networks connect with wide area networks into enterprise networks. Employees perform daily activities almost anywhere a phone line is available.

At the same time, businesses are reducing staff through reorganizations, downsizings or other similar activities. The result: no eight-hour days for anyone.

But an important counter-trend is telecommuting. A new management challenge has emerged: How do you manage the remote worker? The "90s manager" must learn how to "telemanage."

On the positive side, from the integration of computing and telecommunications has emerged a new way of working. Electronic mail simplifies regular communication. And for larger groups, video and audio teleconferencing can facilitate meetings between manager and telecommuters. A new concept of the business team is emerging.

On the down side, issues of management control, performance measurement and even minimizing workaholics present challenges to successful telecommuting. Indeed, the real hurdles to overcome are cultural and psychological. The office is a key part of one's daily business life. Meetings at the water cooler, coffee room or cafeteria are an important way to exchange ideas. Loss of that kind of human access can be devastating to individual performance.

Telecommuters must feel they are part of the team. If the team's solidarity and team spirit are established prior to the introduction of telecommuting, the project is likely to proceed more smoothly. However, even once a project is underway, telecommuters should be encouraged to participate in scheduled face-to-face meetings with the entire team. It is also useful to schedule these meetings at different venues, perhaps at a branch office or even at one of the telecommuter's homes.

Managers may be concerned about losing control of remote workers. If workers are not physically present, so the traditional logic goes, they cannot possibly be productive. Experience has shown that, with proper planning and motivation, telecommuters can be just as effective (often more so) as the on-site worker. In fact, telecommuting is an effective way for managers to express their confidence and trust in their staff. More important, trust must work in both directions, if the program is to be successful.

Leadership styles are important in a successful telecommuting operation. Four styles can be identified. First is a directing style, which is characterized as "high directive and low supportive." This means the manager defines what is to be done, when the work is due, and the tasks to be performed.

Next is a coaching approach, which features "high directive and high supportive" actions. The manager solicits an employee's suggestions, in addition to providing direction. Third is a supporting approach, using "low directive and high supportive" actions. Employees are highly involved in problem solving and decision making.

Fourth is a delegating approach, which has "low directive and low supportive" behavior. Staff members assume almost total responsibility for a project, and have considerable autonomy. In a telecommuting scenario, styles three and four are the most likely to succeed.

Some useful strategies in successfully managing remote workers are the following: * Provide technology comparable to the on-site team so that the telecommuter can be "in touch" with the entire team; * Establish performance expectations up front, so that the remote worker knows what is expected, e.g., frequency of status reporting; * Ask the remote worker for his or her expectations of the manager; * Choose a particular management style for the remote worker, as defined above; * Provide regular opportunities for remote workers to participate in staff meetings or other activities that will reinforce their role in the team; * Use teleconferencing technologies to bring remote workers closer to the office; * Encourage remote workers to take on the same kinds of team functions as on-site workers; * Establish separate phone number(s) for work at a remote worker's home; this prevents a child from accidentally answering the remote worker's phone; * If the company offers training in telecommuting (or works with another company that provides training), make sure that all remote workers take those classes; * Telecommuting i s not for everyone; start with one or two individuals-to test the program before expanding it to the entire staff.