Revised Januart 18, 2021
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Telecommuting / TeleWork / Cloud
Commuting & Virtual Teams:
Advocacy & Resources
I've been working with online volunteers since 1994, and researching and
advocating the practice of online
volunteering / virtual volunteering
since 1996.
I also have been working from home, for the most part, since 2005 (and
did so as well from 1996 to 1998).
In short, I'm deeply immersed in working-from-home - telecommuting,
telework, cloud commuting, whatever we're calling it these days.
When I started directing the Virtual
Volunteering Project in December 1996 - while working from home -
there was no research
regarding online volunteering, so I used a combination of
traditional volunteer management research, resources and publications and
telecommuting manuals to come up with the original
suggestions for how to work remotely with volunteers using the Internet.
Yes, that's right - there were telecommuting manuals, and telecommuters,
back in the 1990s - COVID-19 didn't invent it. My supervisors were in
Washington, D.C. and California. I adhered to those telecommuting manuals
in putting together my home office, defining my work day, providing my
supervisors with regular updates and creating a balance between my home
and work life (which were just inches apart).
By the time the 1990s were ending, I had managed hundreds of volunteers
online, people working a few miles or hundreds of miles away from my
geographic location, on long-term projects and
byte-sized/micro-volunteering tasks, and worked on projects together with
dozens of paid staff in remote locations, relying on a variety of
communications tools and methods to collaborate successfully. And I was
hardly alone in the 20th century being so immersed in online work - most
of the people I knew then in Austin, Texas also did some or all of their
work from home.
Through these experiences, I became an advocate for telecommuting.
I don't advocate that we all give up onsite office work and onsite
face-to-face meetings entirely. But I do believe that workers can be more
productive, cut down on travel time and reduce fuel costs, and that the
environment can be made much cleaner and our roads less congested, if more
workers were given the option to telecommute at least part-time. I'm just
so, so sorry that it not only took more than 20 years for the rest of the
world, including the USA, to realize it, but also that it took a global
pandemic to get people here.
But I think even now, the vision many managers have of telecommuting
staff is someone sitting at home, surfing YouTube or continually raiding
the refrigerator while their kids run around the house and need attention,
with neighbors at the door ready to visit, etc. Or the telecommuter runs
errands all day outside the home. But for most telecommuters, this is NOT
the case. In fact, telecommuters are notorious for overwork, for not
knowing when to quit their workday, for taking time away from family and
social activities to work, and always being "on call" out of a sense of
guilt for not being in the office.
Before Covid-19, I wrote recommendations on the page you are reading now
for people that wanted to telecommute. I've updated those in light of the
global pandemic.
Some things to keep in mind if you want to telecommute:
- You cannot telecommute / work remotely to full effectiveness if you
are also looking after children at the same time - those are TWO jobs
and cannot be done at the same time. That said, during global pandemics,
you have no choice! If it was possible to telecommute with children also
at home, everyone would be taking their kids to work with them onsite
every day. Your employer needs to understand this if a pandemic is
keeping you all home - but once the danger of the virus is passed, you
will need outside-of-your-home (or, at least, entirely
outside-of-your-home-office) child care for your kids during work hours.
- You cannot telecommute if you cannot be available to colleagues for
spontaneous online meetings, or meetings during regular business hours.
Yes, you can work after hours, but you MUST be available to clients,
colleagues and others during regular business hours, at least part time
- and be available regularly
and reliably.
- You cannot telecommute if your job functions cannot easily and
practically be performed offsite. I know that goes without saying, but
I'm amazed at the questions I get, like, "Can I telecommute if I'm a
waitress?" No.
If you want to telecommute, you have to be able to well communicate
the following to your employer, or your potential employer, in clear
details (not just verbal affirmations):
- How your job functions (work tasks) can easily and practically be
performed offsite. Specify how you will meet each job requirement and
your boss's performance expectations without continual onsite
face-to-face contact (will you use
- That you will be as accessible by phone or Internet communications
during business hours to co-workers and clients as you are at the
office. I like instant messaging, like via Slack or WhatsApp or
Telegram, so that colleagues can see me online and contact me instantly
via such, or use such to request a phone call or a live audio chat. Many
employees use these programs onsite, asking questions of colleagues who
may be on a different floor or in a different building.
- You have a way to show your progress regularly to your
supervisor and co-workers, probably much more than you would have to if
you were onsite. How will you show your supervisor and colleagues what
you are accomplishing every day, or every week? Help your manager
identify ways to measure your productivity. Detail how you will provide
updates on established goals and objectives. It can be as simple as a
document or spread sheet update regularly and you share with your
supervisor in the cloud (via Google
Drive, for instance), or you could use an online
collaboration/project management tool like Groups.io
or Basecamp.
Of course you, as a telecommuter, shouldn't be held to a different
standard than onsite personnel; reporting requirements should be
equitable across the work place, no matter where people are working. But
don't be surprised if you are, indeed, held to a different standard.
- You will initiate and maintain communications with managers,
co-workers and team members, you will ensure that matters don't fall
through the cracks, that you will handle problems right away, and that
you won't let questions/concerns fester. You have to take the lead in
these things - don't expect co-workers or your supervisor to.
- You can hold video conferences with CLEAR audio - and, preferably,
video too - via Zoom, Google Voice, Microsoft Teams, WebEx or Skype.
- You are prepared to dedicate 100% of your attention to your work
during working hours at home, you have a separate room or area of your
home that is quiet and insulated from the various domestic activities of
your household, and you are ready to treat your telecommuting day as you
would a work day, "getting to work" on-time and working a full day.
Doing work from a coffee shop or the park may not be okay with your
supervisor or co-workers; best not to try it until you have proven your
productivity from your home office and telecommuting is accepted at your
organization.
This also means that you should NOT use FaceBook
or Twitter during working hours, and never from work, liking status
updates, commenting, posting, etc., unless your profile is used
PRIMARILY for your professional activities. The exception is if you
manage your organization's Facebook group or Facebook page or Twitter
account - but you need to strictly stick to work-related activities
during work hours. If you work from home, you need to think very
carefully about friending co-workers, including your boss, on Facebook
- and if you do, you should consider blocking them from seeing certain
posts on your account - and if you cannot figure out how to do this,
stay off Facebook. Also consider that co-workers may be on the same
Facebook group as you - like a group focused on your community. If you
are posting to that community during work hours, they will see those
posts.
- You are prepared to affirm that you will not hold business visits and
in-person meetings with business customers or co-workers at your home
(do these at the company you work for, or in a public place).
- You and your employer will prepare written agreements of when you,
the worker, will be "on" and "off" the job, if you will be paid for
overtime, how you will get permission for overtime BEFORE engaging in
such, etc. You may need to explore with your employer putting in place a
time-tracking mechanism such as computer login-logout tracking.
- You and your employer will establish whether you are responsible for
paying your own transportation costs when coming into the office. The
general rule followed by most employers is that once workers have done
the first "principal activity" of the workday onsite at the workplace,
they are on the clock when they are on the road, but if the trip is from
home to work, it's commute to work and not reimbursable. You need to get
this clarified before telecommuting begins.
- You are prepared to comply with company policies while on the job at
home (you won't have a martini during your work day, for instance).
- You do NOT see telecommuting as a way to combine your work while
taking care of children - if you do, you are NOT ready for telecommuting
(unless there is a global pandemic).
- Outside of a pandemic, you may not want to telecommute five days a
week, at least not to start. Consider proposing that you work from home
just one or two days a week. Later, you can increase the number of days
you telecommute, if things are going well.
- You have identified exactly what it is you will do from home.
Even if you produce reports 50% of your time, how much time do you spend
knocking on doors, attending meetings, tracking people down, and going
through onsite files to get the data you need? These sources of
information will be harder to reach from home, even if your colleagues
use email regularly and even if you can access the company intranet from
home. Also, its easy to ignore email or requests for a video conference;
it's harder to ignore someone standing in your doorway asking for
information.
- You are tech-savvy enough to not overburden at-office colleagues or
IT support by working from home.
If you want to telecommute, you also have to decide with your employer
- whose computer you will use at home
- if you are permitted to use the computer outside of work hours for
personal reasons or if you will switch to your own computer
- how you will back up your data
- how you will protect company confidentiality, as appropriate
- how you will protect your computer from being accessed by anyone in
your household
- how you will protect company equipment you have at home or outside
the home from theft or damage
- how you will ensure that your virus protection is up-to-date and
always activated
- if you will get reimbursement for your Internet access at home
- what insurance covers company equipment you have with you out side of
the audience
By the end of the last century (and millennium!), there was already
extensive information online and off about companies who had instituted
successful telecommuting programs, as well as guides on how to start a
program. There were already already a growing number of guides regarding
working in multi-cultural teams and working with virtual teams.
Below is a list of such resources from that era that I'm still
particularly fond of, and that I think, still, offer fantastic, realistic
info about telecommuting:
- Two excellent resources written by Esther Schindler that were
reprinted at the now defunct Telecommute!Connecticut
(copy & paste www.telecommutect.com/homeplate/home.php into the Internet
Archive Wayback Machine to access archived versions of
Telecommute!Connecticut):
Telecommuters Need to Develop Special Skills -
http://www.telecommutect.com/employees/employees_tips7.php (copy
& paste the URL into the Internet
Archive Wayback Machine to access)
Getting Clueful: Seven Things the CIO Should Know About
Telecommuting
http://www.telecommutect.com/employers/employers_tip8.php (copy
& paste the URL into the Internet
Archive Wayback Machine to access)
- Robert Moskowitz's "Are
You Ready To Telecommute? An Objective Checklist To Determine If
Your Company And/Or You Are Ready For Telecommuting." This
was a key resource for the early days of the Virtual
Volunteering Project.
- Successful
Management in the Virtual Office
This outstanding, extensive guide, released May 10, 1995 by Bernie Kelly
and Bruce McGraw, is still incredibly relevant. It had the most
influence on the
original Virtual Volunteering Project of any telecommuting
resource. (copy & paste the URL into the Internet
Archive Wayback Machine to access)
- Pacific Bell Network Telecommuting Guide. Pacific Bell's
telecommuting program was one of the first in the nation.
Cut and paste this URL: http://www.pacbell.com/products/business/general/telecommuting/tcguide/index.html
into the Internet Archive Wayback
Machine
- Proposal to set up a
virtual office by Object Services and Consulting, Inc. This
document, written in 1995 and updated in 1996 and 1997, outlines how
this consulting organization would be set up as an entirely virtual
office, with all employees working from home offices - at the
time, its nine employees were spread across six geographic regions of
the USA. Excellent model for any organization wanting to develop a
telecommuting strategy.
- Gil Gordon Associates /
Telecommuting, Telework & Alternative Officing
This is an outstanding set of and links to resources for managers of
telecommuters. This site - operating since May 1995 - consolidates a
wide variety of information from around the world, and from many
different perspectives, on the subjects of telecommuting, teleworking,
the virtual office, and related topics.
- Communication and Trust in Global Virtual Teams
Cut and paste this URL: http://jcmc.indiana.edu/vol3/issue4/jarvenpaa.html
into the Internet Archive Wayback
Machine
This is an in-depth academic study by Dr. Sirkka L. Jarvenpaa that
"explores the challenges of creating and maintaining trust in a global
virtual team," particularly those that involve people of different
cultures and interest, and varying degrees of commitment. It's from June
1998, but let's face it -- technology may change, but the fundamentals
of communication and trust do not. Still an outstanding resource.
- The Psychology of Effective Business Communications in
Geographically Dispersed Teams
In September 2006, Cisco released this white paper that identifies rules
for communicating that will help virtual teams to work together
successfully. Virtual communication 'best practices' recommended in the
report include agreeing to protocols on response times, and establishing
rules for the selection of media and the frequency of communications,
especially in multi-cultural teams. Encouraging socializing and ad-hoc
chats over a virtual 'coffee machine' by using spontaneous and richer
media for communications can also speed up the development of trust.
Whether you work with online volunteers or with paid staff in dispersed
locations, this is a very interesting and helpful white paper. One of
the things I like about it in particular is it's focus on the cultural
differences that can become exaggerated within virtual teams and lead to
misunderstandings. Great stuff. Press release about this
Cut and paste this URL: http://newsroom.cisco.com/dlls/2006/prod_091906.html
The Executive Summary (PDF 137.10KB)
Cut and paste this URL: http://newsroom.cisco.com/dlls/2006/eKits/psychology_business_comm.pdf
into the Internet Archive Wayback
Machine
- Involving People With
Disabilities in Virtual Volunteering Programs
A benefit of online volunteering is that it can allow for greater
participation of people who might find on-site volunteering difficult or
impossible because of a disability. This in turn allows organizations to
benefit from the additional talent and resources of more volunteers.
This resource from the 1990s provides some of the FIRST suggestions on
how to accommodate and encourage people with disabilities in online
volunteering programs, and to help agencies develop volunteering
programs and systems flexible enough to meet the needs and preferences
of the broadest range of users of computers and telecommunications
equipment. A greatly updated version of the resource is how
to make your volunteering as accessible as possible.
- Questions and Answers About Telecommuting for Persons With
Disabilities: A Guide for Employers
Cut and paste this URL: http://ilru.org/html/publications/ilru/telecommuting_employers.html
into the Internet Archive Wayback
Machine
Produced by Dr. James E. Jarrett, Graduate School of Business,
University of Texas at Austin, and the Independent Living Research
Utilization Program at the Institute for Rehabilitation and Research in
Houston, Texas. While this guide is focused on managers working with
paid employees, the advice is easily adaptable to managers working with
online volunteers who may have disabilities.
- Establishing a
Corporate Telecommuting Program
Part of "The HR Manager", an online reference guide to the broad range
of Human Resources topics. It's produced by Auxillium West.
- The Telework Coalition
Cut and paste this URL: http://www.telcoa.org
into the Internet Archive Wayback
Machine
"Enabling Virtual, Mobile, and Distributed Work through Education,
Technology, and Legislation." The Telework Coalition brings together a
diverse array of organizations, companies, and individuals with the
common interest of promoting awareness and adoption of existing and
emerging Telework and Telecommuting applications including telemedicine
and distance learning, as well as addressing access to broadband
services that may be needed to support these applications.
- WorkShifting
Cut and paste this URL: http://workshifting.com
into the Internet Archive Wayback
Machine
A site promoting tools and information about telecommuting. From by
Citrix Online.
- Oregon Department of Energy - Telework/Telecommuting Resources
Cut and paste this URL: http://www.oregon.gov/ENERGY/TRANS/Telework/telehm.shtml
This site contains loads of information: an introduction and setting up
a telework program, case studies of successful programs, tax credits for
telework equipment, information on videos and brochures for Oregon-based
employers, and more. I love Oregon. I want to move there.
- Studies and research regarding
online volunteering / virtual volunteering
A compilation of publicly-available research regarding online
volunteering, and a list of possible angles for further research
regarding online volunteering.
- Online
culture and online community
It's the norm for mission-based organizations (NGOs, NPOs and others) to
use Internet tools to work with volunteers (including board members),
staff, donors and others. This section of my site provides resources on
how to work with others online, not just volunteers.
Also, this report, Working
from home: From invisibility to decent work, published January
13, 2021 from International Labour Office (ILO), seeks
to improve understanding of home work as well as to offer policy guidance
that can pave the way to decent work for homeworkers both old and new.
Though working from home has long been an important feature of the world
of work, the institutions that govern the labour market are rarely
designed with the home as a workplace in mind. With the spread of the
COVID-19 pandemic, many in the world’s workforce have shifted to
homeworking, thereby joining the hundreds of millions of workers who have
already been working from home for decades. The sudden rise in homeworking
brings renewed urgency to the need to appreciate the implications of home
work for both workers and employers. The report,
279 pages long, includes chapters and sections on
- Working conditions of homeworkers
- Occupations and earnings
- Work-life balance: Relations between the work and family spheres
- Home work and child labour
- Social protection
- Organizing and the importance of representation: Workers’
organizations and cooperatives, employers’ organizations and social
dialogue
- Occupational safety and health for homeworkers
- Training and career prospects for homeworkers
- Legal protections for homeworkers
- The adoption of ILO standards on home work
- Freedom of association and the right to collective bargaining
- Social security and maternity protection
- Supervision and enforcement measures
- The role of governments
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