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© Copyright IBM Corporation 2011 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
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Report by Dr. Scott Overmyer describing how 4 federal agencies pioneered the use of telework, and how they overcame various challenges, including managerial reluctance to use it.
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© Copyright IBM Corporation 2011
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 © Copyright IBM Corporation 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.
3 © Copyright IBM Corporation 2011
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 © Copyright IBM Corporation 2011
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 © Copyright IBM Corporation 2011
Telework Risks, and Mitigation Strategies
Source: Table 2 of Overmyer report
6 © Copyright IBM Corporation 2011
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 AgencyFederal Deposit Insurance Corp.
7 © Copyright IBM Corporation 2011
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 © Copyright IBM Corporation 2011
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 © Copyright IBM Corporation 2011
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
presentation prepared by John Kamensky
