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Workshop 6
LAYING THE FOUNDATION
Eddie Caine, Past President of ITAC
INTRODUCTION
Laying the proper foundation for your telework program is
key to its long-term success. Recognizing the importance of
this first period of planning, we at Symantec have joined
forces with ITAC (International Telework Association and Council)
to provide you the information necessary to develop a solid
and reliable telework program. Symantec is contributing to
the development of these telecommuting programs through the
technology phase, yet we believe that each of the phases hold
equal importance. Much like a puzzle piece, each phase is
necessary to complete the picture and provide you, your employees
and your company with a solution that works and meets your
needs.
We hope that the information provided in the April 99 ITAC
Workshop helps answer your questions about laying the foundation
for telecommuting at your company.
Best regards,
Joe Licari
Symantec Corporation
Senior Director Product Management, Remote Productivity Solutions
CONTENTS
INTRODUCTION
Most teleworking today is informal--without policies, standards,
evaluation criteria or training. Without understanding the
potential pitfalls, supervisors simply allow employees to
work at home or on the road. Also called "tele-guerillas,"
this emerging workforce is faced with numerous challenges
that, not only strain the organization’s resources, but
adversely affect the teleworker’s personal life as well.
Hence many programs fail before they really start.
To guarantee success, start with a strong foundation. With
advanced planning and the right tools the program administrator
can become a telework champion. Keep in mind that corporate
rationale for teleworking is simple. Although there are many
reasons why companies accept telework, they all have one principle
in common; a bottom line benefit must be derived from pursuing
this arrangement. Most organizations initiate programs for
the following reasons:
- In response to losing a valued employee
- A strategy for reducing capital costs
- A desire to achieve a competitive recruiting edge
- A method used to tap an under-utilized labor pool
- An initiative to help employees balance work and family
- An important tool to enhance the organization’s public
image
- A measure to assist in complying with local air quality
requirements
The tools contained in the section will enable you to lay
a strong foundation and ensure success in your commitment
to implement a telework program. Tailor the materials contained
in this article to keep your program on track with the reason
your program was started.
The Telework Application
As we learned from last month’s article, some employees
are not well suited for, nor interested in, working away from
the traditional office. Teleworking should never be a covert
operation. Everyone in your organization should be given complete
information as to the conditions surrounding, and guidelines
for participation in, the telework program. You can save yourself
a lot of time if you assemble a preview packet of information
to your employees. The packet should include:
- A telework fact sheet (facts supporting your corporate
rationale for telework)
- Most frequently asked questions (see the ITAC web site
resource list)
- Telework policies and agreement (contained in this article)
- List of technologies and/or equipment available to teleworkers
(ITAC sponsors are excellent resources for solutions to
remote work)
- Selection criteria (covered in last month's TELEWORK AMERICA
curriculum)
- Application form (contained in this article)
This packet should be a complete guide to anyone wanting
to be considered a candidate for remote work. When the employee
has reviewed the information, he or she would complete the
application and give it his or her supervisor. The supervisor
then conducts a preliminary review and, in some organizations,
forwards the application to Information Services and Human
Resources. IS and HR reviews and returns the application with
comments and/or recommendations to the supervisor. The supervisor
then meets with employee to discuss approval or reason for
denial.
Design your telework application to contain the following:
General information:
- Employee name
- Proposed telework start date
- Employee’s phone number and e-mail
- Department name
- Name of supervisor and/or manager
- Supervisor’s phone number and email
- Brief description of how telework can improve employee
performance
Anticipated work location and schedule:
- Telework address or site
- Telework days (hours to be worked)
- Phone, voice mail, pager, wireless phone and/or fax number(s)
- E-mail (if different than above)
- If above information is restricted -- define restrictions
Equipment and/or software:
- Employer provided hardware/equipment (list)
- Employee provided hardware/equipment (list)
- Employer provided software/services (list)
- Employee provided software/services (list)
Connectivity needs:
- Employer/employee provided phone lines
- Employer/employee provided Internet services
- Remote access to network
Furniture/facilities needs:
- Employer/employee provided chair
- Employer/employee provided desk
- Employer/employee provided lighting
The teleworker should sign the application agreeing to all
the information contained in the preview packet. The applicant
should also agree to participate in the required training
and program evaluation. If the option to telework is approved,
the employee’s supervisor and/or manager should also
sign and date the application. If the candidate is denied
an opportunity to participate, a complete explanation should
be given for the refusal. All approved candidates will need
to read and understand the organization’s telework policies.
The Telework Policy
By establishing policies for your telework program, you can
help ensure a smooth transition from office to remote work
location. Written by the telework committee, a policy document
should include general employment information, program guidelines
and address several important legal issues such as:
- Job Performance Standards
- Conditions of Employment/Salary/Benefits
- Work Responsibilities and Hours
- Dependent Care
- Equipment/Supplies
- Safety and Liability Exposure
- Communication
- Personal Expenses
- Security
- Safety and Ergonomics
The list of topics may appear to be long and involved, but
many of the issues can be addressed with one or two well-phrased
sentences. In fact, try to keep your policy document as concise
and easy to read as possible. Huge burdensome documents will
likely scare prospective telework candidates away.
Job Performance Standards
The standards for job performance for teleworkers need to
match the expectations for employees who work in the office.
Some adjustments may have to be made, but the overall principles
regarding issues such as number of hours worked, production
standards, initiative, and attitude should remain consistent
or improve.
Conditions of Employment, Salary and Benefits
Where an employee conducts their work should not change conditions
of employment such as salary, benefits, or insurance. In fact,
teleworking is a management tool to improve worker efficiencies,
an earned privilege and not an entitlement or a universally
applied employee benefit.
Work Responsibilities and Hours
The tasks an employee performs remotely may differ from those
in the office. Equipment needs or project complexity may dictate
what can be handled remotely.
As noted earlier, a teleworker’s efficiency should not
decrease when working away from the office. In fact, research
shows that productivity by teleworkers is typically higher
than their office-bound counterparts.
One of the benefits of teleworking is the flexibility of
work hours. Teleworkers may choose to start early and take
an afternoon break or start later and work later into the
evening. Hours worked should be clearly defined in a written
agreement between employee and supervisor. Most employers
set core hours when the teleworker must be accessible for
teleconferences and phone calls.
Dependent Care
Teleworking may not be used as a substitute for child or
elder care. The arrangements that apply on days worked in
the office remain the same for telework days. Of course, a
child’s age needs to be taken into consideration. Adolescents
and teenagers can likely take care of themselves when they
get home from school. Younger children may or may not be independent
and able to play quietly while mom or dad works. Set policies,
but include some flexibility. Parents who overestimate their
child’s independence will likely correct the situation
after a few afternoons full of interruptions.
Equipment and Supplies
Generally, teleworkers provide their own equipment (computer,
printer, phone), but use supplies (paper, disks, paper clips,
etc.) provided by their employer. Several issues regarding
equipment must be addressed in your telework policies. Work
with your committee to outline procedures that will address
the care and handling of office software and hardware.
- What rules will apply to employer-owned equipment? Software?
- Who will pay for an extra telephone line installation
and monthly fees?
- Who will cover damage or wear and tear of equipment owned
by employees?
- Who will cover damage to employer-owned equipment?
- What materials may not be taken out of the office or accessed
through the computer?
The Telework Agreement
At the conclusion of the teleworker training, both the teleworker
and his or her supervisor should complete and sign the agreement.
Important legal concerns are alleviated due to the information
contained in the organization’s telework policy and agreement.
Most of this information is already contained in the telework
application.
Design your telework agreement to contain the following:
General information:
- Employee name
- Training and anticipated telework start date
- Employee’s commute office phone number and e-mail
- Department name
- Name of supervisor and/or manager
- Supervisor’s phone number and email
- Description of typical work performed and how performance
will be measured
Alternate location and schedule:
- Telework address or site
- Telework days (hours to be worked)
- Home or mobile phone, voice mail, pager and/or fax number(s)
- E-mail address (if different than above)
- If above information is restricted -- define restrictions
List equipment and/or software used:
- Employer provided hardware/equipment
- Employee provided hardware/equipment
- Employer provided software/services
- Employee provided software/services
List connectivity needs:
- Describe employer/employee provided phone lines
- Describe billing procedures for dealing with additional
voice and data charges
- Describe frequency and method for staying in touch with
the office
- Describe employer/employee provided Internet services
- Describe remote access to network
- Describe how company products, documents and/or other
records will be maintained and security policies followed.
New and/or existing furniture and equipment used for telework:
- Describe employer/employee provided chair
- Describe employer/employee provided desk
- Describe employer/employee provided lighting
The teleworker and supervisor should sign the agreement stating
the he or she has participated in the telework training and
read and understands the information contained in the telework
policies.
The Telework Training
When we send our employees away from the traditional office,
the one they’ve become so familiar with for so many years,
it’s a little like the last time your organization decided
to move to a new facility. For the first few weeks the phones
didn’t work right, the equipment seemed to have developed
a bad attitude and only half of the furniture was delivered
on time. Teleworking is actually asking an employee to physically
decentralize while remaining logically centralized. They need
your help and the support of the whole organization.
The United States Marines have a saying—"The more
you sweat in peace, the less you bleed in victory." As
a program administrator, it’s your job to prepare this
distant worker. Training your teleworkers and their managers
will pay hefty dividends throughout the life of your program.
If your organization does not employ an in-house trainer or
facilitator, you’ll want to contract the services of
an experienced and qualified professional.
Here's ten training
tips to keep in mind when designing your training program.
Customize your training program to meet the social, political
and technical needs of the organization. The amount of time
you should commit to your training workshops may be more time
than management will want to allow. Dedicating an adequate
amount of time is important for both the supervisor and teleworker.
Try to dedicate at least a half-day. A well-organized, four-hour,
interactive workshop can accomplish a great deal.
Invited to the training would be prospective telecommuters,
supervisors and program organizers. Design the training as
an interactive workshop and encourage full participation.
Teleworkers should bring their personal calendar and a notepad.
The agenda for the workshop should look something like this:
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| Draft
Agenda |
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| 1 |
Welcome and Introductions (Warm-up participants, you’ll
want them talking):
A. Purpose of Teleworking Program (Have your organization’s
top management describe your organization’s program
drivers)
B. Initial concerns about working away from the office
(Ask all training participants to voice their program
concerns and list them on a flip chart.)
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| 2 |
Overview of Teleworking (Present a general overview
of teleworking—most of the tough questions should
have been answered prior to this meeting--but don’t
be surprised, be ready)
A. What is teleworking?
B. Employer advantages and disadvantages
C. Employee advantages and disadvantages
D. Types of jobs suitable for remote work
E. Who is best suited for teleworking?
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| 3 |
Overview of Policies (Have your Human Resource manager
read and review telework policies)
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| 4 |
Technology Enablers (Have your Information
Services manager review the technology available to teleworkers
and answer everyone’s questions) |
| 5 |
Everyone will need a break by this time.
When everyone returns, ask the teleworkers and supervisors
to separate. Dialogue is more open and productive when
they’re among their peers. A facilitator will then
direct the supervisors to discuss the following issues
(keep everyone on track and looking for solutions): |
| 6 |
Supervising the Telecommuter:
A. Discuss "Management by Objective" concepts
and share tools to managing the remote worker.
B. Discuss connectivity and technology’s roll
in reducing or eliminating geographic and social barriers.
C. Teach managers how to work with the non-teleworkers
so that everyone continues to function as a team.
D. Discuss scenarios that could hamper the program’s
success.
E. Provide managers an opportunity to discuss performance
and contingency issues.
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| Meanwhile
the teleworkers are discussing the following: When the
two sessions are wrapped up, everyone should again meet
for the following: |
| 7 |
Formalizing the Agreement (Before anyone
leaves the training, have supervisors and teleworkers
complete and sign the teleworkers agreement. It’s fresh
on their minds and they’ve just discussed the relative
issues.) |
| 8 |
Schedule Focus Groups and Discuss Program
Evaluation (Even the best of training cannot equal the
experiences new teleworkers will soon have. After they’ve
experienced a few months of working remotely, ask them
to meet again and discuss any newfound concerns they may
have.) |
Risk Management Issues
A valuable member of your implementation team will be your
organization’s risk manager. Even though liability and
risk issues change when outside of the traditional office
it should never be an excuse for not implementing a program.
Risk management is nothing more than just that—managing
the risk. Keep in mind, in America alone almost 16 million
employees telework every month and far more are involved in
home-based businesses. Two general categories of risk for
telework programs include:
General Liability Issues for the Employers:
- How might the employer be held negligent and thereby become
liable for bodily injury?
- What is the employer's standard of duty for providing
and maintaining a safe workplace and enforcing safe and
consistent operating procedures?
- How might the Employer be held negligent and thereby become
liable for property damage?
- What is the employer's legal authority for denying an
employee's request to telecommute?
- What is the employer's duty to protect and safeguard classified
documents (security)?
- Insider trading
- Copyrights
- Patents
Risk Management Issues for Employees:
- Worker's Compensation
- Automobile liability
- Employee benefits
- Importance of wellness programs
- Employee recognition programs
- Property Issues (personal and employer owned equipment)
- Peer pressure and motivation in job performance
- Supervisor control/Quality Assurance
The American Bar Association Law Practice Management Section
has published books on the subject of telecommuting and legal
reviews of available reference materials are available to
the public. Because these circumstances vary widely, seek
advice from a qualified risk manager and discuss practical
solutions among your telework committee members. Think in
terms of how you would manage the risk if the situation were
inside the confines of your existing office. The same approach
should be taken when considering the legal and tax implications
of work away from the traditional office.
Legal & Tax Issues
If working away from a central location were a new phenomenon,
courts would now be testing the limits of the new laws made
to address this new work alternative. However most of the
general issues have long been exposed and resolved through
litigation and legislation.
Although teleworking appears to be a radical shift in the
normal employer/employee relationship, working at home or
at an off-site location does not, by itself, transform a non-exempt
employee into an exempt employee, or an exempt employee into
an independent contractor. Each telework position must be
reviewed and evaluated to determine whether it meets the criteria
necessary to characterize an individual as an independent
contractor or exempt employee for purposes of minimum wage
and overtime requirements. The IRS has a list of 20 rules
for determining whether an individual you pay for services
is an employee or an independent contractor.
One of the more recent issues of merit is that of managing
remote employees and issues related to electronic privacy.
June Langhoff, in the recent ITAC article entitled "Telecommuting
and the Law", discusses this important subject.
The following is a reprint from "Telecommuting and the
Law" by June Langhoff:
It is important to clearly set out the employee's expectation
of privacy when using employer equipment. If a supervisor
monitors remote workers electronically, for example, it's
important to obtain the employee's written consent to be
monitored. Interestingly, public employees have more privacy
rights than private employees (U.S. Supreme Court, O'Connor
v. Ortega (1987).
E-mail and online communications are another volatile area.
According to Blackstone, there is now "a cottage industry
of consultants that mine e-mail and voice mail archives
to use in litigation." Therefore, it is necessary to
include standards regarding appropriate content and retention
of e-mail and voice-mail in your company policies. Add anti-harassment
training and electronic etiquette to your training packages.
Teach employees that deleted e-mail and voice-mail may still
exist. In fact, e-mail written by an employee becomes company
property. Federal laws allow employers to monitor an employee's
e-mail. If a company becomes involved in a lawsuit, discovery
rules require that it produce all business records relevant
to the case - including e-mail.
Even though a message has been deleted, it may not actually
be erased. As many learned during the Iran-Contra hearings,
e-mail may be archived for years as part of a routine disk
back-up. The advice all companies should give employees:
avoid e-mail if you're writing something that you wouldn't
want a jury to see.
If your company uses e-mail and voice-mail as regular communications
media, can you prohibit employee use of electronic communication
systems to organize other employees into a labor union?
If you allow employees to use e-mail and voice-mail for
their personal use, you can't discriminate by forbidding
union messages. Also, if you have a distributed workforce,
with limited options for effectively communicating with
employees, unions may argue that they have a legal right
to communicated with their employees using company electronic
means.
The best remedy against potential litigation in electronic
law, as in other legal areas, is to anticipate the problems
and create policies to handle them. Address electronic workplace
issues before implementing telework programs. Form a multidisciplinary
team with representatives from all affected departments,
including human resources and legal. Identify areas of potential
risk and, where necessary, modify personnel policies to
take the unique issues raised by telecommuting into account.
Employees interested in capturing the tax incentives and
opportunities that currently exist for teleworking must recognize
that a number of restrictions apply. According to the Federal
tax code section 162—Ordinary & Necessary Business
Expenses—employees may only consider those (teleworking)
business expenses that are required, but not supplied or reimbursed,
by their employer and for the convenience of the employer.
The remote worker arrangement must also be a required condition
of employment for the employee—not voluntary—so
the employee has no employer-provided alternative for this
part of their job. The IRS requires that the home office be
used "regularly and exclusively" for the work in
question--the space must not be used for any other purpose.
All deductions are miscellaneous itemized deductions subject
to the 2% limitation and are still treated as "Employee
Business Expenses." Home office deductions for employees
fall under section 280A (c) (1). Please consult a professional
tax specialist for additional information on this subject.
The Americans with Disabilities
Act (ADA)
Under the Americans with Disabilities Act (ADA), an employer
must make reasonable accommodations for an individual with
a disability. However, advocacy groups have strong concerns
over employers deciding to allow employees the option of working
from home to avoid the expense of making reasonable accommodations
at their current work site. Providing the opportunity for
an employee to work at home should be addressed in the selection
criteria and without respect of the worker’s disability.
June Langhoff’s article (Telecommuting and the Law)
also discusses the legal implications of ADA:
Blackstone points to a recent decision by the U.S. 7th
Circuit Court, in Vande Zande v. Wisconsin Department of
Administration, where the court determined that "an
employer is not required to accommodate a disability by
allowing the disabled worker to work, by himself, without
supervision, at home."
Disabled advocacy groups are often not pro-telecommuting.
They argue that employers will use work-at-home options
as a means of hiding the disabled. This could negate the
goal of mainstreaming disabled persons into the workplace.
ADA information, assistance, and copies of ADA documents
supplied by the Equal Employment Opportunity Commission and
the Department of Justice. Documents are available in standard
print, large print, audio cassette, Braille, and computer
disk, may be obtained from any of the ten Regional Disability
and Business Technical Assistance Centers by calling toll
free 1-800-949-4232. If you prefer to write for additional
ADA information, send a request to:
U.S. Equal Employment Opportunity Commission
1801 L Street NW
Washington, DC 20507
or
Federal Communications Commission
1919 M Street NW
Washington, DC 20554
Occupational Safety and
Health Act (OSHA)
The Occupational Safety and Health Act requires a covered
employer to provide a workplace free from hazards that are
likely to cause serious harm or injury. The telework training
and agreement should provide a strong level of assurance for
the employer to help demonstrate that reasonable steps are
being taken to insure a safe, hazard-free work environment.
The employer should also reserve the right to make periodic
inspections of the defined workspace.
Teleworking is not expressly included in the statutory definition
of "place of employment" the definition is broadly
interpreted and will likely include at least the home office
and/or other recognized work locations. In order to avoid
OSHA liability, an employer should work with the employee
in the design and maintenance of a safe and hazard-free home
or work location. The same detailed attention you pay to the
ergonomic, health and safety issues in the office should translate
to the remote worker.
With knowledge workers, unlike factory work, a different
type of physical threat exists. Musculoskeletal disorders
of the upper extremities, such as carpal tunnel syndrome and
repetitive stress, accounted for more than 332,000 workers’
compensation claims in 1994 and have been increasing at a
rate of about 10 percent per year. Carpal tunnel syndrome,
rotator cuff tendinitis and tension neck syndrome account
for more than $2 billion in workers’ compensation costs
each year. The National Institute for Occupational Safety
and Health believe that those numbers greatly underestimate
the magnitude of the problem. Knowledge workers should recognize
the importance of good ergonomics. During the teleworker training,
be sure to provide ergonomic guidelines to minimize fatigue—such
as the following:
Posture support: The seat and backrest of the chair should
support a comfortable posture permitting occasional variations
in the sitting position. Chair height and backrest angle
should be easily adjustable. A footrest may be necessary
so feet will be supported.
Arms: When the operator's hands are resting on the keyboard,
the upper arm and forearm should form a right angle. The
hands should be in a reasonably straight line with the forearm.
Long or unusually high reaches should be avoided. Armrests
should permit periodic support as needed.
Legs and feet: The chair height is correct when the entire
sole of the foot can rest on the floor or footrest and the
back of the knee is slightly higher than the seat of the
chair. This allows the blood to circulate freely in the
legs and feet.
Workstation surface: The desk or workstation should suit
the kind of task to be done. It should be large enough for
any reference books, files, telephone, or text and also
permit different positions of the screen or keyboard if
applicable. Adjustable surface height is an advantage.
Technology
Technology is one of your most valuable tools needed for
laying the foundation for telework success. As a society,
Americans are standing at the crossroads of an information
evolution. Today technology has far surpassed the social and
cultural barriers still associated with remote working. It’s
no longer a question of whether or not we can connect the
remote worker—it’s a question of how fast do they
want to go?
The information infrastructure will play a central role in
world economic development in the 21st Century, as did roads,
canals and railroads in the 19th and 20th Centuries. This
infrastructure will be as universally accepted as the telephone
system is today, but will move information thousands of times
faster. It will transmit voice and fax as well as interactive
high-definition television, teleconferencing, and high volumes
of data to locations around the globe in seconds.
Just as technology has always been a factor in the way we
plan, design and build our cities, technology will play a
vital role in a successful telework program. But every organization’s
Information Technologies group is busy working to keep pace
with a rapidly changing industry. Your organization’s
IT manager is an important part of the program implementation
team.
You’ll first need to identify your communications and
computing needs versus your wants. It may not be necessary
to replicate everything employees have access to in the commute
office. This is one of those times when form should really
follow function. Just as you would choose carefully the clothing
that’s needed for adverse weather conditions, consider
each task to be performed when outfitting your remote workforce.
Consider the following support issues for teleworkers:
- The levels of self-sufficiency people have with technology
- The level of receptiveness to software and new technologies
in general
- The degree to which existing technology is effectively
utilized
- The availability of technical resources when they are
needed
Who should provide equipment for the teleworker? This can
sometimes be a make or break situation. If the employer fails
to recognize the cost-savings from telework, it may be difficult
to convince them to appropriate funds. If the objectives of
the program can demonstrate significant savings, you should
be able to shake free funding for needed equipment. Be aware
of the fact that if you expect employees to use their own
personal computers, load employer-owned software and/or company
data files, ownership of the software and files may change
hands.
At a minimum, teleworkers need the same level of support
afforded to those employees located at the central work site.
It’s important to clearly define the process and expected
response time for hardware, software and network questions
or problems?
Be sure you discuss fully the connectivity issues associated
with the following:
- Communications with management, colleagues and customers
- Taking breaks or leaving the telework office
- Timely delivery of e-mail and general postal deliveries
Without such enabling technology, employers in the 21st century
will have to answer the questions of location dependency and
lack of flexibility. Consider the commitment to enabling your
remote workers as a valuable investment in the future of the
organization. Consider the following questions when examining
your organization’s vision for the future:
- Will we be able to provide the information and resources
to our customers when they want it and in the format they
want to see it?
- Will we be able to successfully swap data electronically
with customers and suppliers?
- Will we able to locate and capture the information we
need, when we need it, to meet our changing business demands?
- Will we enable our employees to send and receive voice
and data transmissions from anywhere and at anytime?
- Do we plan to continue substituting electronic alternatives
for traditional support mechanisms (filing, mail, automated
phone messaging, etc.)
- How will we improve our employees’ technology literacy?
- Will we take advantage of remote education and training
opportunities?
- Will we be flexible enough to transcend the limitations
of time zones and compete in a global economy?
To stay competitive, today’s employer will have to come
up with better ways to enable work where and when it makes
the most sense. Think outside the office box. Think portability.
As you lay the foundation for your telework program, continue
to encourage equipment purchases that give your employees
important flexibility and mobility options.
Conclusion:
In this article we explored a number of valuable program
implementation tips, reviewed execution guidelines, identified
a practical set of telework policies and assembled the important
elements of a teleworker’s application and agreement.
With these tools you’ll be able to answer many of the
hard legal and risk management questions you’re sure
to be asked. You are now well equipped to overcome many of
the barriers confronting new programs.
This TELEWORK AMERICA article covered the importance of training
the telework program participants and provided suggestions
on how to best facilitate the learning experience. We took
a quick look at some of the legal implications of working
remotely and important tax and risk management issues that
tend to derail a program implementation.
Communication will be a key component to your future success.
The effective use of technology will enable the knowledge
worker to live a more productive professional life without
compromising important personal freedoms. With a sound foundation
you now are ready to begin planning for implementation—May
’99 TELEWORK AMERICA article.
Eddie Caine, Regional Public Transportation Authority, Phoenix,
AZ http://www.valleymetro.maricopa.gov
Closing Remarks
We hope this Workshop in the TELEWORK AMERICA series is a
resource to you as you take the step toward implementing a
telecommuting program. Each month we will raise challenging
issues and share the expertise of our members with you.
Revisit this session as often as needed.
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