Ibm center overmyer - telework - slidedeck

Jan 17, 2011Download as ppt, pdf

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The report outlines practical advice for implementing the Telework Enhancement Act of 2010 based on four federal agencies' experiences. It identifies operational and managerial risks, emphasizes the importance of proper training and documentation, and shares strategies for overcoming managerial reluctance. Key factors for success include support from top management and performance evaluations based on outcomes instead of presence.

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Implementing Telework: Lessons Learned from Four Federal Agencies Scott P. Overmyer Professor and Director of the MSIS Program Center for Graduate Studies, Baker College January 2011

Overview Understanding Telework in Government The Telework Enhancement Act Risks, Mitigation Strategies Four Case Studies Handling Managerial Reluctance Key Success Factors Resources This report offers practical advice on implementing the Telework Enhancement Act of 2010 . . . It describes the technological, social, operational, and management risks that face managers and recommends ways to overcome them.

Understanding Telework in Government The Telework Research Network says the federal government can save $3.8 billion by expanding telework from 100,000 to 1.2 million eligible employees. Savings would accrue from reduced real estate costs, electricity savings, reduced absenteeism, and reduced employee turnover. Implementation has been slow in the federal government. The new law shifts from agency-developed policies to governmentwide framework. Graphic Credit: CommuterPageBlog

The Telework Enhancement Act of 2010 Teleworkers and managers must complete training. Managers must treat teleworkers and non-teleworkers equally. Agencies must designate a Telework Managing Officer. Requires agencies to determine eligibility of each employee to telework. Each teleworker must sign a written agreement outlining specific work arrangements.

Telework Risks, and Mitigation Strategies Source: Table 2 of Overmyer report

Four Case Studies Report examines how 4 large federal agencies determined eligibility, overcame technical/equipment and managerial issues, benefits derived from teleworking, and lessons learned. US Patent & Trademark Office Defense Information Systems Agency Federal Deposit Insurance Corp.

Lessons on Handling Managerial Reluctance 2008 survey showed only 35 percent of government managers endorsed telework. What did the 4 case studies do to overcome managerial reluctance? DISA leadership embraced telework and championed its practice via extensive SES briefings on performance measurement and management in a telework environment. USPTO found documentation was key: telework agreements, guidelines, and asset management guidelines FDIC encouraged managers to try teleworking themselves and made them accountable for supporting telework for their employees NIH started with pilot projects, like teleworking one day a week, then expand

Key Success Factors Support from top management is essential Clear, written policies and agreements are paramount Training for employees, managers is key Measures of performance are critical Personnel evaluations based on performance, not presence Adopting an “inclusive” model of working Graphic Credit: Brampton- Caledon SmartCommute

Resources “ Implementing Telework: Lessons Learned from Four Federal Agencies” For free copies of this report, visit the IBM Center for The Business of Government Website www.businessofgovernment.org Report Author: Scott P. Overmyer Professor and Director of the MSIS Program Center for Graduate Studies, Baker College 1116 W. Bristol Road Flint, MI 48507 (810) 766-2012 [email_address] presentation prepared by John Kamensky

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Ibm center overmyer - telework - slidedeck

1. Implementing Telework: Lessons Learned from Four Federal Agencies Scott P. Overmyer Professor and Director of the MSIS Program Center for Graduate Studies, Baker College January 2011

2. Overview Understanding Telework in Government The Telework Enhancement Act Risks, Mitigation Strategies Four Case Studies Handling Managerial Reluctance Key Success Factors Resources This report offers practical advice on implementing the Telework Enhancement Act of 2010 . . . It describes the technological, social, operational, and management risks that face managers and recommends ways to overcome them.

3. Understanding Telework in Government The Telework Research Network says the federal government can save $3.8 billion by expanding telework from 100,000 to 1.2 million eligible employees. Savings would accrue from reduced real estate costs, electricity savings, reduced absenteeism, and reduced employee turnover. Implementation has been slow in the federal government. The new law shifts from agency-developed policies to governmentwide framework. Graphic Credit: CommuterPageBlog

4. The Telework Enhancement Act of 2010 Teleworkers and managers must complete training. Managers must treat teleworkers and non-teleworkers equally. Agencies must designate a Telework Managing Officer. Requires agencies to determine eligibility of each employee to telework. Each teleworker must sign a written agreement outlining specific work arrangements.

5. Telework Risks, and Mitigation Strategies Source: Table 2 of Overmyer report

6. Four Case Studies Report examines how 4 large federal agencies determined eligibility, overcame technical/equipment and managerial issues, benefits derived from teleworking, and lessons learned. US Patent & Trademark Office Defense Information Systems Agency Federal Deposit Insurance Corp.

7. Lessons on Handling Managerial Reluctance 2008 survey showed only 35 percent of government managers endorsed telework. What did the 4 case studies do to overcome managerial reluctance? DISA leadership embraced telework and championed its practice via extensive SES briefings on performance measurement and management in a telework environment. USPTO found documentation was key: telework agreements, guidelines, and asset management guidelines FDIC encouraged managers to try teleworking themselves and made them accountable for supporting telework for their employees NIH started with pilot projects, like teleworking one day a week, then expand

8. Key Success Factors Support from top management is essential Clear, written policies and agreements are paramount Training for employees, managers is key Measures of performance are critical Personnel evaluations based on performance, not presence Adopting an “inclusive” model of working Graphic Credit: Brampton- Caledon SmartCommute

9. Resources “ Implementing Telework: Lessons Learned from Four Federal Agencies” For free copies of this report, visit the IBM Center for The Business of Government Website www.businessofgovernment.org Report Author: Scott P. Overmyer Professor and Director of the MSIS Program Center for Graduate Studies, Baker College 1116 W. Bristol Road Flint, MI 48507 (810) 766-2012 [email_address] presentation prepared by John Kamensky

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