By Janet Walker, work/life communications coordinator, Human Resources and Payroll
Three Mason managers who currently have staff utilizing flexible work options recently shared their collective experience and advice in a life planning session, Flexible Work Success Stories as Told by Managers, which was sponsored by Human Resources and Payroll.
The panelists were
- John Blacksten, associate vice president for university relations and director of the Office of Media and Public Relations
- Renate Guilford, associate provost for enrollment planning and administration in the Office of the Provost
- Bob Peraino, manager of systems engineering-TSD in the Information Technology Unit
Their key observations and suggestions, which could be helpful to any manager, follow.
There is a role for flexible work at Mason.
- Both Peraino and Guilford were able to retain valuable employees by using telework/remote work.
- Guilford and Blacksten each have offices whose hours are extended beyond the traditional 8:30 a.m. to 5 p.m. workday, thanks to flextime.
It’s OK to be skeptical.
- Even though Guilford initially had reservations, she “test drove” the concept with her executive assistant. They stuck with it, made the necessary adjustments, and now have a system and a relationship that works very well for both of them and the Office of the Provost.
- If you’re not sure if a situation is suited for telework, ask the employee to make a case for it. Have him or her develop a proposal that delineates what work will be done and how it will be completed while teleworking.
- Remember that not every position or situation is suitable for telework. Consider other flexible work alternatives such as flextime or compressed schedules.
Teleworkers can be among your best employees.
- One of Peraino’s staff members who teleworks four days a week was recently named ITU Employee of the Month. Peraino’s operation has adapted to their colleague being off-site, and Peraino knows that his flexibility in allowing this staff member the opportunity to telework was instrumental in keeping him at Mason. “He lives two hours from the university,” Peraino said. “Telework has made a huge difference for him.”
Productivity can be enhanced by using flexible work.
- Blacksten’s staff can work “from anywhere as long as they have a phone and a computer,” he said. He told the story of how his staff kept working during the earthquake last summer because they were able to work from alternate locations. Blacksten said he also knows that a number of his team members use their teleworking days to do their most intense writing. “They’re away from the distractions of the office and can dedicate their concentration to the task at hand,” Blacksten said.
Communication is key.
- Each of the managers agreed that it was essential to discuss how the teleworking employee will be available to his or her supervisor, as well as to colleagues and customers.
Accountability is essential.
- Work out in advance what work will be done while teleworking (or during flex or compressed schedule hours when the staff person may be working on their own).
- Supervising flexible workers is about measuring output. Employees who telework, flex or compress are still expected to put in the same amount of time they would at the office. An eight-hour day is an eight-hour day, regardless of their location.
- There are many ways to stay connected to the output of your flexible workers. An email or instant message, a daily report or a conversation will work.
Soliciting feedback is helpful.
- When Guilford was considering having her executive assistant work remotely, she contacted Linda Harber, associate vice president for Human Resources and Payroll, whose assistant works remotely. Harber’s advice was invaluable, Guilford said.
- Touch base with colleagues, your other staff members, and your customers to ascertain whether the flexible work agreement is working as planned. Sometimes all it takes is a little tweaking to smooth out a communication glitch or operating issue. Guilford’s assistant’s openness to feedback from others was “instrumental in modifying the agreement so that it worked for everyone.”
Technology can be a valuable tool in flexible work options.
- Familiarize yourself with the technology tools that are available for teleworking. These include voice mail to email; virtual private network (for secure access from off-site); and soft phone (a telephone on your computer).
- We all want to be thinking a few steps ahead. If the university had to shut down unexpectedly, are there tasks or operations in your unit that would need to continue? If so, you want to get an intermittent telework agreement in place with those essential members of your team and outfit them with the technology tools they need to keep the office running seamlessly. Don’t wait for an emergency to act.
For more information and details on flexible work options, see hr.gmu.edu/worklife/flex, call the work/life team at 703-993-2604 or email worklife@gmu.edu.