Teleworking works best when managers trust employees and manage by results rather than the time spent at a desk. To manage by results, managers should:

• Review current job tasks and responsibilities
• Establish measurable outcomes and deliverable
• Specify who receives or monitors the outcomes and deliverables, and when interim checkpoints and due dates will occur
• Use language that avoids subjectivity, vagueness and interruption
• Link outcomes and deliverables to organizational goals
• Track performance results
• Schedule ongoing evaluations (in addition to immediate feedback and revise as necessary)

No. Employees must understand that teleworking is 1 possible alternative work arrangement, not a universal benefit.

Also, not every job or person is suited for a teleworking arrangement. Successful telecommuters must be self-motivated, responsible and results-oriented. They must be able to work independently, be familiar with the requirements of their job, knowledgeable about the organization's procedures, and successful in their current position. Finally, they must be effective communicators, who are adaptable and committed to teleworking.

Jobs that are best suited for teleworking include jobs in which:

• Face-to-face interactions can be scheduled on specific days
• Internal and external clients' needs can be met while teleworking
• Clear work objectives can be set
• Productivity would be increased by quiet or uninterrupted time (e.g., data entry, planning, editing, reading, research, word processing)

No. Teleworking is not an opportunity to save money on child care. Employees must continue to arrange for childcare even when working form home.

Visit our Setting up a Telework Program page for more information on how to set up a program for your company.