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Problem-Solving

Athough telecommuting might seem simple, it may take a while to work out all the potential problems. In fact, most telecommuters and telemanagers need an "adjustment period" before the telecommuting program becomes routine. It is common for problems to arise during the first few months of telecommuting.

RESOLVING PROBLEMS & DISCOVERING OPPORTUNITIES

Take an action-oriented approach to resolve any potential problems or to identify any opportunities that may arise as a result of working at the Telecenter. First, identify the underlying causes of the problems. Second, develop an action plan. Third, identify implementation tasks. And finally, develop mechanisms to evaluate the results of your efforts. You may choose to involve the telecommuter in developing a course of action. Refer to Exercise #6 in the "Hands-On Approach" chapter.

TYPICAL PROBLEMS AND SOLUTIONS.

Typical problems that may arise during telecommuting follow. The recommended solutions may not be appropriate for all situations.

Problems Recommended Solutions
1. Because of the telecommuter's schedule it is difficult to schedule my meetings. 1. Try setting aside a day every week as non-telecommuting day and schedule all meetings on that day. You also have the option of having your telecommuters participate by audio conference (telephone).
2. The non-telecommuters are not supportive of the program. 2. Talk to the non-telecommuters. Identify the reason for their dissatisfaction with the telecommuting program. Find out if they feel they are given more work because they're in the office. Delegate work equitably.
3. The equipment at the Telecenter is not working. 3. Find out who is responsible for the equipment that is provided at the Telecenter. Try to identify resources for upgrading hardware and software. A modem may be all that is needed.
4. The equipment at the Telecenter is not as good as the equipment in the office. 4. Ask your telecommuters to organize their work according to the technology that they can use at the Telecenter.
5. My employees are more productive at the office. 5. Find out why your staff is more productive at the office by reviewing current productivity measurements. You may be able to help them by reviewing their work schedule and work load.
6. Upper management is not committed to the concept of telecommuting. 6. Identify who may not be committed to the program. Work with the program champion to convince upper management. Use case studies from other telecommuting programs.
7. My employees are not accessible when they work at the Telecenter. 7. Your telecommuter may be accessible by phone, voice mail, e-mail, beeper, or facsimile. Use technology to communicate with the telecommuters. You may also ask the telecommuter to check in with the office a few times a day. Set guidelines for communicating.
8. The telecommuters want to work at the Telecenter more often. 8. Schedule a meeting with your telecommuters. Ask them to provide updates on their productivity at the Telecenter. If they show they have maintained or increased their productivity, you may allow them to telecommute more often.
9. It is just not working out for my employees. 9. Carefully select telecommuters according to the type of job they have, the functions and tasks they perform, and their personality traits. Telecommuting is not for everyone or for every job. You can always ask the employees to stop working at the Telecenter and to resume work at the traditional office.
10. I am not sure if my employees are really working at the Telecenter. 10. Measure your employee's productivity by setting objectives, identifying deliverables, and providing feedback. Be results-oriented.

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