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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.

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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  • 1. 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. 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. 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. 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. Telework Risks, and Mitigation Strategies Source: Table 2 of Overmyer report
  • 6. 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 Agency Federal Deposit Insurance Corp.
  • 7. 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. 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. 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
    • [email_address]
    presentation prepared by John Kamensky