Office of Information Technology

An Introductory Guide to Teleworking

Introduction

Advances in technology are altering the workplace, particularly for IT employees, by making information
and the work of managing it increasingly mobile. In order to take advantage of the technology, improve
efficiency, save staff travel time and costs, increase flexibility, and generally improve the quality of life for
employees, this agency is establishing guidelines and procedures for the implementation of Teleworking.

The practice has been employed at various levels for a number of years under different names
(telecommuting, working from home, etc.). Telework has become the broader term used by many who
have formalized the practice, whether due to administrative policy making or legislative mandates. The
term “telework” here is defined as “work arrangements in which an employee regularly performs officially
assigned duties at home or other worksites geographically convenient to the residence of the employee.”

Telework is often implemented piecemeal, rather than strategically. This reactive approach carries the risk
of raising fairness issues, with decisions about telework arrangements being made on a first-come, first-
served basis. Telework should be implemented strategically, taking into account the needs and work of
the group. Employees should participate in the process and may be asked to help formulate possible
solutions to issues that may arise.
Given that work is something you do, not something you travel to, this guide will help managers and
employees understand how to make telework part of something they do. At some future date this guide
will describe the integration of Teleworking into our emergency planning.

Telework falls into two categories: scheduled/planned and ad hoc/unplanned. This guide will serve as the
source for information regarding the current procedures for scheduled/planned Telework until policy has
been adopted.

Telework Managers

Managerial skill, participation, and support can make telework a real asset to an organization. To
effectively implement a telework program, managers should accomplish the following:

Determine Employee Eligibility

Generally, all employees are considered eligible for telework except the following:
Employees whose positions require, on a daily basis (i.e., every work day), direct handling of secure
materials or on-site activity that cannot be handled remotely or at an alternative worksite, such as face-
to-face personal contact; hands-on contact with machinery, equipment, vehicles, etc.; or other physical
presence/site dependent activity, such as computer operator or tape librarian.

Create Signed Agreements

Telework agreements are living documents and should be revisited by the manager and teleworker and
re-signed quarterly or when an employee has a substantial change in duties or other circumstances. New
telework agreements should be executed when a new employee/manager relationship is established.

Denials and Terminations

Telework requests may be denied and telework agreements may be terminated. Telework is not an
employee right, even if the employee is considered “eligible” by agency standards.

Denial and termination decisions will be based on policy decisions, business needs, performance or
trust/integrity, not personal reasons. For example, a manager may deny a telework agreement if, due to
staffing issues, an employee who otherwise has portable duties must provide on-site office coverage. In

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this case, and whenever applicable, the denial or termination should include what actions the employee
should take to improve his or her chance of approval. Denials should be provided in a timely manner.

Use Good Performance Management Practices

Managers often ask, “How do I know what my employees are doing when I can’t see them?” Performance
standards for off-site employees are the same as performance standards for on-site employees.
Management expectations of a teleworker’s performance should be clearly addressed in the telework
agreement. As with on-site employees, teleworkers must, and can, be held accountable for the results
they produce. Good performance management techniques practiced by a manager will mean a smooth,
easy transition to a telework environment.

Communicate Expectations
The telework agreement provides a framework for the discussion that needs to take place between the
manager and the employee about expectations. For both routine and ad hoc telework, this discussion is
important to ensure the manager and the employee understands each other’s expectations around basic
issues such as the following:
1 • How will the manager know the employee is present? (Signing in, signing off procedures may be
needed.)
2 • How will the manager know the work is being accomplished?
3 • What technologies will be used to maintain contact?
4 • What equipment is the agency providing? What equipment is the teleworker providing?
5 • Who provides technical assistance in the event of equipment disruption?
6 • What will the weekly/monthly telework schedule be? How will the manager and co-workers be
kept updated about the schedule? Do changes need to be pre-approved?
7 • What will the daily telework schedule be? Will the hours be the same as in the main office, or
will they be different?
8 • What are the expectations for availability (phone, e-mail, etc.)?
9 • How is a telework agreement terminated by management or an employee?

Facilitate Communication with All Members of the Workgroup

Teleworking and non-teleworking employees must understand expectations regarding telework
arrangements, including coverage, communication, and responsibilities. Although individual teleworkers
must take responsibility for their own availability and information sharing, managers should ensure
methods are in place to maintain open communication across the members of a workgroup.

Remain Equitable in Assigning Work and Rewarding Performance

Managers should avoid distributing work based on “availability” as measured by physical presence, and
avoid the pitfall of assuming someone who is present and looks busy is actually accomplishing more work
than someone who is not on-site. Good performance management practices are essential for telework to
work effectively and equitably.

Teleworker

Benefits

Telework gives employees more flexibility in meeting personal and professional responsibilities. Telework
can help make life less stressful overall by reducing commuting time and adding to discretionary time,
thus reducing commuting stress. Offices can be busy places, especially in environments where
employees work in cubicles. Distractions are plentiful. Many employees find they are able to focus and be
more productive when they telework.

Know Your Agency’s Policy and Procedures

Employees should familiarize themselves with this document and the telework procedures to ensure they
are in compliance with its requirements. The Guidelines include procedures to be followed for establishing
telework arrangements, obtaining equipment, etc.

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In addition, employees need to work with their managers and the IT tech support staff to ensure their
equipment choices and telework agreements comply with their agency’s policy on information systems
and technology security (see Security). This includes the protection of sensitive files and documents
needed for work.

Conduct an Honest Self-Assessment

A successful telework arrangement starts with a good self-assessment. Employees should consider the
following factors in making an honest determination about their telework capabilities:
1 • Sufficient portable work for the amount of telework being proposed
2 • Ability to work independently, without close supervision
3 • Comfort with the technologies, if any, needed to telework
4 • Good communication with manager, co-workers, and customers that will enable a relatively
seamless transition from on-site to off-site
5 • Telework office space conducive to getting the work done
6 • Dependent care (i.e., child care, elder care, or care of any other dependent adults)
arrangements in place
1 • Ability to be flexible about the telework arrangement to respond to the needs of the manager,
the workgroup, and the workload

Create a Good Telework Agreement

A successful telework arrangement also requires a strong foundation. No matter how frequently or
infrequently an employee intends to telework, a written agreement should be executed between the
employee and manager. Elements of this agreement should include the following:
1 • Location of the telework office (e.g., home, telework center, other)
2 • In general, the job tasks to be performed while teleworking
3 • Telework schedule
4 • Telework contact information (e.g., the phone number to use on the telework day)

Telework agreements need to be updated as circumstances change (e.g., if the telework schedule
changes). The manager and teleworker should work together to evaluate the arrangement periodically,
make changes in the agreement as necessary, and re-sign the document. In the first year this may
happen within a few months; thereafter, perhaps annually.

Safeguard Information and Data

Employees must take responsibility for the security of the data and other information they handle while
teleworking, as described in Security. Employees should—
1 • Be familiar with, understand, and comply with information security policies;
2 • Participate in information security training; and
3 • Maintain security of any relevant materials, including files, correspondence, and equipment, in
addition to following security protocols for remote connectivity.
4
Plan the Work
Employees who telework should assess the portability of their work and the level of technology available
at the remote site as they prepare to telework. Employees will need to plan their telework days to be as
productive as possible by considering the following questions:
1 • What files or other documents will I need to take with me when I leave my regular workplace the
day before teleworking?
2 • What equipment will I need to take?
3 • Who needs to be notified that I will be teleworking?
4 • What other steps should I take before I leave my office? (e.g., forwarding the phone)
1 • In the case of emergency, what should I have available at all times at my home office or, if
applicable, a telework center, to enable me to be functional without coming on-site to retrieve
materials?

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Manage Expectations and Communication
Managers are ultimately responsible for the effective functioning of the workgroup. Nevertheless,
teleworkers should help manage the group’s expectations and their own communication in order to avoid
any negative impact from their arrangement. Issues that should be addressed include the following:
1 • Backup: Even with very portable work there are inevitably instances where physical presence is
required and a co-worker may need to step in. Co-worker backup should be planned, it should not
be onerous, and it should be reciprocal. Cross-training of staff has broad organizational benefits
and should be a management priority.
2 • On-the-spot assistance: Teleworkers may occasionally need someone who is physically in the
main office to assist them (e.g., to fax a document or look up information). Again, these
arrangements should not be unduly burdensome; a “buddy system” between teleworkers may be
the least disruptive solution.
3 • Communication with manager: The manager must be kept apprised of the teleworker’s
schedule, how to make contact with the teleworker, and the status of all pending work.
4 • Communication with co-workers: Co-workers must be informed about the appropriate handling
of telephone calls or other communications that are the teleworker’s responsibility.

Security

Teleworkers and their managers are responsible for the security of State property and information,
regardless of their work location. Agency security policies do not change and should be enforced at the
same rigorous level when employees telework as when they are in the office. Teleworkers must comply
with all State and OIT policies and procedures to include; Policy Governing the Use of Non-State
Owned/Approved Software and Devices for State Business, Policy to Safeguard Information
on Portable Computing and Storage Devices, IT Security Policy (MS-Word document).
Information security requires protecting information and information systems from unauthorized access,
use, disclosure, disruption, modification, or destruction in order to provide—
(A) integrity, which means guarding against improper information modification or destruction and
includes ensuring information nonrepudiation and authenticity;
(B) confidentiality, which means preserving authorized restrictions on access and disclosure,
including means for protecting personal privacy and proprietary information; and
(C) availability, which means ensuring timely and reliable access to and use of information.
As in the main office, security measures should cover not only information systems and technology, but
all aspects of the information systems used by the employee, including paper files, other media, storage
devices, and telecommunications equipment (e.g., laptops, PDAs, and cell phones). Employees who
telework from home need to keep State property and information safe, secure, and separated from their
personal property and information.
Agencies managing or operating records systems are required to maintain the security of information
contained in those records, whether the information is maintained in electronic or paper form. Managers
and employees must follow these rules whenever they are accessing this information, whether they are
working from home, at another remote location, or at their regular work site.

Tenets of Teleworking

 Teleworking is not an employee right. It is an agency option.

 Teleworkers are not to use telework as a substitute for child or other dependent care.

 Teleworking employees and managers are responsible for keeping their written
agreements up to date and providing notification of changes that may affect the agreement.
These require management approval.

 Teleworking agreements that need to continue must be renewed and resigned every three
months.

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  Teleworkers are responsible for the proper notification of the manager, Team, Work Group,
or others at the work site regarding necessary contact information to enable communication
to continue as though the teleworker were on-site.

 Teleworkers are required to comply with the requirements of State of Maine rules,
regulations, policies and procedures regarding information access, security and
confidentiality. These can be accessed via the State OIT Website
http://www.maine.gov/oit/oitpolicies/

 Teleworking employees are responsible for setting aside a home work space that is
ergonomically sound, clean, safe, and free of obstructions and hazardous material.

 Teleworkers may attend meetings via Teleconference calls if included in the agreement
and not overridden by management when attendance is required.

 Teleworking does not release an employee from his or her duties related to backup
coverage and other necessary Team or Work Group tasks for applications and systems in
their area of responsibility.

Possible FAQ’s

Employee

← What can I do if my manager won't let me telework?

← How do I apply to telework?
← Am I eligible to telework?
← Is there telework training available for employees?
← Who is responsible for approving an employee's request to telework?
← If State offices are closed due to inclement weather or some other emergency, are
teleworkers excused from work as well?
← Can a manager deny a request to telework?
← What is the definition of telework?
← Can telework help an employee with child or other dependent care needs?

Manager

← How do I know an employee is working when I can’t see them?

← Do I have to manage a teleworker differently than my in-office staff?
← Can teleworkers follow an alternative work schedule?
← Can a teleworker's schedule be different on their telework days?
← Can managers or supervisors telework?
← Is there telework training available for managers?
← If the manager denies an employee's telework request, can the employee appeal that
decision?
← Does an employee have a right to telework?

Telework Supervisor

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← Does HR provide employee and/or manager training that agencies can use?
← Is the agency required to check the safety and security of a home-based telework office?
← Can an agency force an employee to work at home?
← How many State employees telework?
← What equipment will the employee need at the home-based worksite and who will provide it?
← Who is responsible for maintaining and servicing equipment used at the alternative worksite?
← Who is liable for work-related injuries and/or damages at the alternative worksite?
← Are business phone calls from the home reimbursable?
← What role do unions play?

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