Implementing and managing telework

Telework meets several specific needs: employee mobility, staggered hours, crisis situations (e.g unavailability of the premises of the company). If telecommuting was once a constraint, it is now an asset for productivity. So when and how to organize the telework in a business?
Telework is a form of work within a legal framework. It is usually performed from the private residence of the employee, with his consent. The employer therefore has a number of obligations:
- The hardware is normally supplied and installed by the employer
- If the teleworker uses his own equipment, it must be adapted and maintained by the employer
- The protection of the data processed by the teleworker is the responsibility of the employer
The implementation of teleworking is based on a simple principle: it should benefit both to the company and the employee.
  • Increased productivity: Employees do not lose more time in transportation.
  • Cost reduction: fewer logistical and material resources are required in the business
  • Recruitment: ability to recruit personnel away from the place of business.
  • Communication: risk of loss of information between employees, despite of the advanced tool available (e.g collaboration software)
  • Activity Control: limited opportunities to monitor employee activity.
  • Privacy: Risk of interference between the employee's private and professional life.

Not all situation are suitable for the implementation of teleworking ... Internal and external factors will therefore justify the implementation of this type of organization:
  • The employees in the company: we must first identify the employees who can work remotely: according to the duties entrusted to them. This should not affect the operation of the company. Key services such as human resources or management of computer systems require a constant presence in the company.
  • Type of business activity: some companies are more likely to use telecommuting. Telecommuting is suitable for following sectors: retail, services of information technology and communications, financial services and real estate, hospitality sectors and construction.
  • Occupational mobility: This method must of course be compatible with a temporary or extended absence of the employee, from the company.
  • Note that: If the employee works outside normal hours of operation of the business (business meetings, seminars), telework can be considered as a part-time job.

For large companies, telework is a key feature of the Business Continuity Plan. This method is implemented in the case of an event making company premises unavailable.
You will need to clearly define the terms of telework to your employees. This change is formalized in the contract. Some key points to remember:
- Companies with more than 11 employees must consult staff representatives before introducing teleworking.
- The implementation of telework requires an amendment to the employment contract (with a test period for the new organization).
- The employer clearly indicate the new duties assigned to the employee (evaluation of workload, equipment at its disposal, etc..).
- Ensure the distribution of time and attendance in accordance with the real needs of the company (part-time, full-time).
- The telework must be justified: employees need to understand why this particular scheme is applied to their colleagues
- Follow-up of the work: weekly goals must be clearly defined and controlled with a schedule of activities.
In addition to secure access to the corporate network via the Internet, the teleworker can make use of specific tools:

Tools for Telecommuting.
Published by deri58. Latest update on April 5, 2013 at 11:05 AM by deri58.
This document, titled "Implementing and managing telework," is available under the Creative Commons license. Any copy, reuse, or modification of the content should be sufficiently credited to CCM (
Telepresence in businesses
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