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Objectives
While the Telecenter is very similar to the traditional work place, when you begin telecommuting, you should try to carefully plan your day(s). After you telecommute several times, the planning process becomes easier. This section provides information on developing work objectives, organizational and time management strategies, communication methods, technology, and problem resolution techniques as they relate to telecommuting.
Managing by objectives is a process that helps an employee account for his/her time on the job as well as documents what is accomplished on a regularly scheduled basis. The process can be complex or simple.
Setting objectives is usually a process which requires input from the employee as well as the supervisor. It is not uncommon for the employee and the supervisor to negotiate objectives together. Taking into account both the supervisor's and the employee's points of view ensures that realistic objectives are set. The objectives process is a tool that can be used to communicate expectations and realistic achievements between the supervisor and employee. It should also help the employee become better organized.
Steps for Setting Objectives
Managing by objectives is a three step system: first, job responsibilities (or a job description) are reviewed and analyzed; next, objectives are determined and a time frame established for completion; and last, a review is conducted to determine if the targets were achieved, and if not, why not.
Job Responsibilities
First, identify your job responsibilities. Start by using the job description for your position. Divide your job responsibilities into three categories: knowledge required, skills required, and employee traits. Refer to Exercise #1 in the "Hands-On Approach" chapter.
Setting Objectives and Deliverables
Once the responsibilities are identified, determine what tasks should be done to accomplish the job. This is the process of developing objectives. Objectives are simply "what needs to be done". You may want to set your objectives for a week at a time, a month at a time, or even for a quarter of a year.
It is important to work with your supervisor in developing job responsibilities and objectives. A recommended way of using these exercises is for you to fill out a set of worksheets and then for your supervisor to fill out a set of the same worksheets for your job. Next compare the two. It will be enlightening for both of you to compare the similarities as well as the differences. Once you have compared notes, combine the two and negotiate exactly what will be expected of you during a specific time frame. See Figure 1, "How to Develop Objectives." Deliverables are the actual work you agree to produce or the end result you can deliver. It is possible that you will not be able to work on everything that is outlined in your job responsibilities description during a particular objective-setting period. Reasonable time frames for completion of the deliverables must be scheduled. Refer to Exercise #2 in the "Hands-On Approach" chapter.
Status Reports
If you establish monthly objectives or quarterly objectives, you might consider preparing a status report once a week (for monthly objectives), or once a month (for quarterly objectives). This will help you keep your accomplishments in mind when you are ready to complete your review. Sometimes it is difficult to remember what you did at the beginning of the month, or even three months ago! A status report will show your supervisor exactly what you are doing.
Review
Last, you and your supervisor should review the objectives from time to time. It is impossible to know if you have been successful unless there is a review process in place. The review step builds upon the job responsibilities and the objective-setting exercises. Usually the review process is conducted by the supervisor. However, in today's self-managed environment, more and more supervisors are asking employees to rate themselves. You may find you are also responsible for the review step. Sometimes the employee rates himself/herself and submits the rating to the supervisor for discussion.
Once clear and detailed deliverables have been identified with a time frame for completion, the review process becomes a matter of indicating whether or not the deliverable was met. There are, however, times when extenuating circumstances prevent the deliverable from being accomplished. When that occurs, the extenuating circumstances must be taken into consideration and the deliverable should be re-established with a new time frame. When the deliverable has been met, is on time, and the quality is satisfactory, then you have been successful! Figure 2 shows how the cycle of objective-setting works. Refer to Exercise #3 in the "Hands-On Approach" chapter.
Team Work
Some groups that work as a team set team objectives for everyone on the team once a year. In that circumstance, an individual employee doesn't have to develop objectives and deliverables. Your work group may have an annual business plan or mission statement that spells out what is expected of your group. It then becomes a process of determining where you fit into the business plan or mission statement and identifying your responsibilities for the group's deliverables.
Keep It Up
The first couple of times you use the managing by objectives process it may seem overwhelming. But once you have defined your job responsibilities and obtain some experience in writing objectives and reviewing the deliverables, it becomes easier. Most telecommuters find this is a great method of communicating their progress and status reports to their supervisor. This process facilitates clear communication between the employee and supervisor because the employee knows what is expected of him/her and the supervisor has a clear idea of what is being accomplished.
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