This article discusses four main issues that human resources practitioners must consider when implementing a telework program: (1) what costs the employer is responsible for paying; (2) steps to ensure compliance with wage and hour laws; (3) whether an employer can require employees to telework; and (4) which states employment taxes must be paid in. The article provides guidance on each of these issues and emphasizes that properly implementing a telework program requires thoughtful analysis of the legal constraints to realize the benefits while avoiding costly legal claims.
This document in about Decos Offshoring and Software Model. In this document the Concept of Offshoring, Nearshoring, Offshoring Delivery Model, Decos Offshore Model with Decos Experience and Decos Quality has been discussed.
The 7-point business continuity guide from the Chartered Management Institute provides steps to develop an effective continuity plan for any business. The steps include: 1) Communicating the need for a plan to all staff, 2) Creating a complete picture of business operations, 3) Evaluating risks and prioritizing failures, 4) Evaluating current planning and costs to address gaps, 5) Developing a risk strategy and action plan, 6) Establishing procedures and rehearsing the plan, 7) Regularly reviewing and testing the plan with different scenarios. Following these steps can help businesses reduce disruption impacts and "shock-proof" operations.
DataHRM develops workforce management software that helps organizations increase productivity and efficiency. Their software allows automated payroll processing, leave and attendance tracking, and performance reviews. It is flexible to meet organizations' unique needs and scales from mid-sized to large companies across many industries. DataHRM has grown its customer base significantly since 2004 as it helps organizations better manage their human resources and cut costs.
Teleworking has become more common as organizations aim to reduce costs and support remote work. However, teleworking presents challenges including distance from colleagues, disconnect from in-person discussions, and fatigue from relying solely on audio connections. Recent advances in video technology have helped solve issues by allowing teleworkers to have face-to-face interactions over HD video and improved audio, creating a more engaging experience.
This document is a newsletter from an employee union (OPSEU) providing updates to its members at MPAC (Municipal Property Assessment Corporation). It summarizes concerns about nepotism in MPAC's student hiring practices, negative feedback from members and the public about a new uniform vest, and reminds members to follow proper grievance procedures. It also provides contact information for union leadership.
Hotelier Indonesia does a casestudy on IDS FortuneNEXT Enterprise, titled ‘Helping Hotels Smile Their Way to Profitability’. The casestudy looks at how IDS FortuneNEXT Enterprise helped Airways Hotel, based in Papua New Guinea.
This document in about Decos Offshoring and Software Model. In this document the Concept of Offshoring, Nearshoring, Offshoring Delivery Model, Decos Offshore Model with Decos Experience and Decos Quality has been discussed.
The 7-point business continuity guide from the Chartered Management Institute provides steps to develop an effective continuity plan for any business. The steps include: 1) Communicating the need for a plan to all staff, 2) Creating a complete picture of business operations, 3) Evaluating risks and prioritizing failures, 4) Evaluating current planning and costs to address gaps, 5) Developing a risk strategy and action plan, 6) Establishing procedures and rehearsing the plan, 7) Regularly reviewing and testing the plan with different scenarios. Following these steps can help businesses reduce disruption impacts and "shock-proof" operations.
DataHRM develops workforce management software that helps organizations increase productivity and efficiency. Their software allows automated payroll processing, leave and attendance tracking, and performance reviews. It is flexible to meet organizations' unique needs and scales from mid-sized to large companies across many industries. DataHRM has grown its customer base significantly since 2004 as it helps organizations better manage their human resources and cut costs.
Teleworking has become more common as organizations aim to reduce costs and support remote work. However, teleworking presents challenges including distance from colleagues, disconnect from in-person discussions, and fatigue from relying solely on audio connections. Recent advances in video technology have helped solve issues by allowing teleworkers to have face-to-face interactions over HD video and improved audio, creating a more engaging experience.
This document is a newsletter from an employee union (OPSEU) providing updates to its members at MPAC (Municipal Property Assessment Corporation). It summarizes concerns about nepotism in MPAC's student hiring practices, negative feedback from members and the public about a new uniform vest, and reminds members to follow proper grievance procedures. It also provides contact information for union leadership.
Hotelier Indonesia does a casestudy on IDS FortuneNEXT Enterprise, titled ‘Helping Hotels Smile Their Way to Profitability’. The casestudy looks at how IDS FortuneNEXT Enterprise helped Airways Hotel, based in Papua New Guinea.
ClearFit is a hiring solution that aims to solve the $60 billion problem employers face in improving hiring success rates. They claim to find job candidates and predict their success 5 times better than traditional hiring methods. Their cloud-based platform uses big data to create job success norms that become more accurate over time as more users are added, allowing them to continually improve at predicting job success. ClearFit presents itself as an affordable solution for SMBs that buries its costs in job posting prices and allows employers to create job posts and rank applicants against top performers in just 5 minutes.
Eric Peterson is the new General Manager of Green Mountain Cellular Telephone Company (GMCT), a subsidiary of Cellular Communication Services. He faces many challenges in getting the new division operational. These include an unclear reporting structure, conflicts with the Chief Engineer, lack of inventory control, delays from subcontractors, and strained employee relationships. Peterson works to address these issues through meetings, new processes, and building trust. He develops plans to restructure roles, introduce incentives, and get buy-in for a new strategy and decision-making process. Presenting these recommendations to the parent company, Peterson believes he can overcome the challenges and get GMCT operational.
Telepresence systems can provide several key business benefits:
1) They boost employee productivity by reducing travel time and costs, enabling real-time communication, and allowing flexible work arrangements.
2) Telepresence can increase employee retention rates by supporting flexible workstyles that are highly valued by employees.
3) By reducing business travel, telepresence can significantly decrease a company's carbon footprint and environmental impact.
4) Telepresence streamlines cross-cultural communication and international business relations by facilitating more natural face-to-face style meetings remotely.
5) Significant cost savings can be realized through large reductions in business travel costs, such as flights, hotels, meals, and commute times, that are replaced with telepresence meetings
The Facilities Frontier: Third Places and New Corporate WorkplacesJames Ware, PhD
This document discusses the shifting nature of work away from traditional offices to more distributed environments. It notes that currently 35% of corporate work is done at home and 30% is done in third places outside of traditional offices. There are business benefits to distributed work such as reduced real estate and support costs. However, distributed work also faces challenges such as distractions and lack of professional environments. The document proposes local workspace centers as a solution that provide professional environments for distributed workers near their homes with amenities and services catering to mobile work needs. Case studies and costs analyses suggest both individual workers and employers can realize savings through the use of such distributed workspaces.
This proposal recommends including telework education on the Texas Workforce Commission website to encourage more employers to offer telework. Telework provides benefits to employers like increased productivity and employee retention. It also benefits the environment through reductions in emissions and road usage. Employees benefit from telework through greater work-life balance and savings from reduced commuting. The proposal outlines an implementation plan for employers that starts with a pilot program before fully adopting telework. Resources on successful telework programs are also provided.
Driving Down Cost Through Workplace Strategies: Installment 1-The Physical SpaceGina Payne, LEED AP, ID+C
The document discusses strategies for reducing real estate and facilities costs through workplace changes. It identifies three main cost drivers: employee churn which leads to moving costs; lack of flexibility in physical space layouts; and inefficient space utilization. The document recommends reducing employee moves, increasing space densification to use less square footage per person, and implementing alternative workplace strategies like telework and hot desking to improve flexibility. Case studies show these strategies helped companies significantly reduce real estate costs.
Customer Reach<sup>®</sup> May 2009Colin Taylor
Demystifying Email management in your contact center. Costing Telecom costs in your contact center, case studies, research, white papers, news and views
Driving Down Cost Through Workplace Strategies: Installment 2- Amount of SpaceGina Payne, LEED AP, ID+C
White Paper: Installment 2- Amount of Space
In this second installment (of three), we will take a look at real estate and facility drivers that are directly related to how the amount of space has a direct impact as a cost driver. More concisely, we are talking about managing the real estate supply to meet business demand.
EMC: Business Continuity a Disaster Recovery pre virtuálne prostrediaASBIS SK
The document discusses business continuity and disaster recovery considerations for virtual environments. It outlines key questions about an organization's critical processes, data loss tolerance, and recovery time objectives. It then describes various events that can impact IT availability and outlines approaches to data protection and replication with different recovery point and time objectives. Finally, it provides an overview of NetWorker's capabilities for VMware backup and protection.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
Future of work - The work revolution: opportunity or threat for HR - Prof. Dr...Vlerick Business School
The document discusses how the world of work is changing and the need for organizations to transition to new ways of working that are more flexible and trust-based. It highlights challenges with current work cultures and benefits of flexibility. It argues that HR should link work practices to productivity, encourage flexibility, avoid standardization, and add real value by supporting good management and flexible work.
Osha Compliance Advisor About The Marlin Companytonylascola
The Marlin Company provides communication centers to help companies promote workplace safety and other topics. The centers display changing digital messages on screens located in common areas. Marlin gathers feedback to create respectful, relevant messages that emphasize caring for coworkers. Allied Waste saw success using a Marlin center, with improved safety awareness leading to fewer injuries and receiving an award. The simple yet impactful centers are now an important part of many subscriber companies' safety programs.
R.R. Donnelley & Sons implemented the SumTotal Expense Management solution to automate their travel and expense (T&E) process. This streamlined reimbursement workflows, allowing employees to be repaid within 48 hours versus 6 weeks previously. It also provided strategic decision-making data. The standardized system improved employee satisfaction and produced cost savings through automation and auditing opportunities.
This document discusses telecommuting and its impact on work productivity. It defines telecommuting as employees working away from their office, such as from home, and explores its different types. The document outlines factors to consider in determining which jobs and employees are suitable for telecommuting. It examines the advantages for both employees and businesses, such as increased flexibility and reduced costs. Potential disadvantages are also presented, like feelings of isolation and loss of control. Finally, the costs associated with implementing telecommuting, such as technical equipment and security measures, are reviewed. Overall, the document provides an overview of telecommuting and analyses its benefits and challenges.
Tal Aviv - Breaking the vicious cycle in IT Operations using an Agile/Kanban ...AgileSparks
This document discusses breaking the vicious cycle in IT operations using an Agile/Kanban approach. It begins with a brief history of how IT departments have grown over time from single person departments to specialized groups. This complexity and specialization has led to issues like decreased quality of service, delays, coordination problems between teams, and increased costs. The document then provides an example Kanban board showing how work is currently managed and some of the issues, like requests coming in before their SLA date and missed projected end dates. It concludes by outlining some initial steps that could be taken like defining services and SLAs, establishing flow based on prioritization and coordination, and establishing some basic rules around self-managed teams, reduced multit
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Mangrove provides a web-based workforce management solution called Workforce Empowerment that streamlines HR, recruitment, payroll, benefits administration and other functions. The solution is built on .NET and can be accessed via various license models. It aims to empower employees by automating tasks, sharing information and giving all staff role-appropriate access to data. This makes the workforce more productive, informed and efficient while reducing costs.
Don't Add Risk And Double Investment Requirements By Estimating Project Budge...Ed Kozak
Many organizations need to set aside funding to conduct their own projects. How much funding, though? Poor project estimating leads to poor business forecasting and that can have a big impact on your organization's success. Learn the 4 methods typically used to estimate projects and the error (and risks) associated with each.
Cloud IT Economics: What you don't know about TCO can hurt youAl Brodie
An e-book that explores factors beyond basic price that impact the true cost of ownership for cloud implementations by comparing and contrasting prevalent approaches, using common enterprise workloads, from three prominent cloud service providers.
Outsourcing and offshoring: implementation and risk reduction, by Anthony Mit...Anthony Mitchell
Learn about risk reduction and implementation in going offshore. Covers taxes, telecommunications, NDAs, workplace and cultural issues in India, Pakistan, and the Philippines.
memo/Example 3220 memos.docMemo 1
Date:
5/3/2011
To:
VP of Human Resources
Cc:
Directors and Account Managers
From:
Fred Flintstone, HR Director
RE:
Telecommuting: An Untapped Resource
Globalization is in full swing and luckily our company is growing, both financially and geographically. Historically, our pool of candidates has been limited to the narrow field available in the immediate vicinity of our main office. To keep up with changing times we need to explore options to that will allow us to enjoy a larger pool of qualified candidates, as well as attracting and keeping those candidates. Enhancing our technology and opening our standard policies to telecommuting could give us the edge we need to stay ahead of our competitors.
Relevant Issues
Telecommuting is not a new concept. The government explored telecommuting options to conserve gas as early as the 1970s and the private sector began taking advantage of it as soon as home computers and the internet made it possible. Today, telecommuting is common place in many industries.
The newest generation of candidates and soon to be graduates have already adapted to a constant bombardment of steaming media, multitasking and all the newest technology. The brightest minds work well independently and desire the nontraditional workplace. Telecommuting opportunities will give them more flexible schedules, the ability to work on the go and the ability to work in whatever kind of environment they find most comfortable and productive. The downside to permitting our employees to work from home, or wherever, is we will lose a certain amount of control. We will have to screen candidates very carefully and develop other ways to track their productivity to assure they aren’t taking advantage of the situation.
There are multiple ways we could achieve telecommuting capabilities and before we move forward, we’ll have to investigate which option or combination of options will give us the best results at the least cost. In the long run, converting more of our staff to telecommuters will likely save us money on top of everything else.
Changing Perspective
We know our business is already successful. With that in mind, it’s hard to picture making dramatic changes to our business model and breaking from tradition. Part of the reason we’ve been successful this long is because of our ability to find solutions in unconventional ways. We shouldn’t be shutting our door to some of the best candidates because they don’t happen to live here. Allowing employees to work from home will open the pool of candidates nationally, and potentially worldwide, without us having to pay relocation costs.
We must also look at the changing generations and encourage the best results from our new hires and current employees. We already know that people learn best under varying conditions. This is true of the best work environments as well. While working standard 8 to 5 hours in the controlled environment of a trad ...
ClearFit is a hiring solution that aims to solve the $60 billion problem employers face in improving hiring success rates. They claim to find job candidates and predict their success 5 times better than traditional hiring methods. Their cloud-based platform uses big data to create job success norms that become more accurate over time as more users are added, allowing them to continually improve at predicting job success. ClearFit presents itself as an affordable solution for SMBs that buries its costs in job posting prices and allows employers to create job posts and rank applicants against top performers in just 5 minutes.
Eric Peterson is the new General Manager of Green Mountain Cellular Telephone Company (GMCT), a subsidiary of Cellular Communication Services. He faces many challenges in getting the new division operational. These include an unclear reporting structure, conflicts with the Chief Engineer, lack of inventory control, delays from subcontractors, and strained employee relationships. Peterson works to address these issues through meetings, new processes, and building trust. He develops plans to restructure roles, introduce incentives, and get buy-in for a new strategy and decision-making process. Presenting these recommendations to the parent company, Peterson believes he can overcome the challenges and get GMCT operational.
Telepresence systems can provide several key business benefits:
1) They boost employee productivity by reducing travel time and costs, enabling real-time communication, and allowing flexible work arrangements.
2) Telepresence can increase employee retention rates by supporting flexible workstyles that are highly valued by employees.
3) By reducing business travel, telepresence can significantly decrease a company's carbon footprint and environmental impact.
4) Telepresence streamlines cross-cultural communication and international business relations by facilitating more natural face-to-face style meetings remotely.
5) Significant cost savings can be realized through large reductions in business travel costs, such as flights, hotels, meals, and commute times, that are replaced with telepresence meetings
The Facilities Frontier: Third Places and New Corporate WorkplacesJames Ware, PhD
This document discusses the shifting nature of work away from traditional offices to more distributed environments. It notes that currently 35% of corporate work is done at home and 30% is done in third places outside of traditional offices. There are business benefits to distributed work such as reduced real estate and support costs. However, distributed work also faces challenges such as distractions and lack of professional environments. The document proposes local workspace centers as a solution that provide professional environments for distributed workers near their homes with amenities and services catering to mobile work needs. Case studies and costs analyses suggest both individual workers and employers can realize savings through the use of such distributed workspaces.
This proposal recommends including telework education on the Texas Workforce Commission website to encourage more employers to offer telework. Telework provides benefits to employers like increased productivity and employee retention. It also benefits the environment through reductions in emissions and road usage. Employees benefit from telework through greater work-life balance and savings from reduced commuting. The proposal outlines an implementation plan for employers that starts with a pilot program before fully adopting telework. Resources on successful telework programs are also provided.
Driving Down Cost Through Workplace Strategies: Installment 1-The Physical SpaceGina Payne, LEED AP, ID+C
The document discusses strategies for reducing real estate and facilities costs through workplace changes. It identifies three main cost drivers: employee churn which leads to moving costs; lack of flexibility in physical space layouts; and inefficient space utilization. The document recommends reducing employee moves, increasing space densification to use less square footage per person, and implementing alternative workplace strategies like telework and hot desking to improve flexibility. Case studies show these strategies helped companies significantly reduce real estate costs.
Customer Reach<sup>®</sup> May 2009Colin Taylor
Demystifying Email management in your contact center. Costing Telecom costs in your contact center, case studies, research, white papers, news and views
Driving Down Cost Through Workplace Strategies: Installment 2- Amount of SpaceGina Payne, LEED AP, ID+C
White Paper: Installment 2- Amount of Space
In this second installment (of three), we will take a look at real estate and facility drivers that are directly related to how the amount of space has a direct impact as a cost driver. More concisely, we are talking about managing the real estate supply to meet business demand.
EMC: Business Continuity a Disaster Recovery pre virtuálne prostrediaASBIS SK
The document discusses business continuity and disaster recovery considerations for virtual environments. It outlines key questions about an organization's critical processes, data loss tolerance, and recovery time objectives. It then describes various events that can impact IT availability and outlines approaches to data protection and replication with different recovery point and time objectives. Finally, it provides an overview of NetWorker's capabilities for VMware backup and protection.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
Future of work - The work revolution: opportunity or threat for HR - Prof. Dr...Vlerick Business School
The document discusses how the world of work is changing and the need for organizations to transition to new ways of working that are more flexible and trust-based. It highlights challenges with current work cultures and benefits of flexibility. It argues that HR should link work practices to productivity, encourage flexibility, avoid standardization, and add real value by supporting good management and flexible work.
Osha Compliance Advisor About The Marlin Companytonylascola
The Marlin Company provides communication centers to help companies promote workplace safety and other topics. The centers display changing digital messages on screens located in common areas. Marlin gathers feedback to create respectful, relevant messages that emphasize caring for coworkers. Allied Waste saw success using a Marlin center, with improved safety awareness leading to fewer injuries and receiving an award. The simple yet impactful centers are now an important part of many subscriber companies' safety programs.
R.R. Donnelley & Sons implemented the SumTotal Expense Management solution to automate their travel and expense (T&E) process. This streamlined reimbursement workflows, allowing employees to be repaid within 48 hours versus 6 weeks previously. It also provided strategic decision-making data. The standardized system improved employee satisfaction and produced cost savings through automation and auditing opportunities.
This document discusses telecommuting and its impact on work productivity. It defines telecommuting as employees working away from their office, such as from home, and explores its different types. The document outlines factors to consider in determining which jobs and employees are suitable for telecommuting. It examines the advantages for both employees and businesses, such as increased flexibility and reduced costs. Potential disadvantages are also presented, like feelings of isolation and loss of control. Finally, the costs associated with implementing telecommuting, such as technical equipment and security measures, are reviewed. Overall, the document provides an overview of telecommuting and analyses its benefits and challenges.
Tal Aviv - Breaking the vicious cycle in IT Operations using an Agile/Kanban ...AgileSparks
This document discusses breaking the vicious cycle in IT operations using an Agile/Kanban approach. It begins with a brief history of how IT departments have grown over time from single person departments to specialized groups. This complexity and specialization has led to issues like decreased quality of service, delays, coordination problems between teams, and increased costs. The document then provides an example Kanban board showing how work is currently managed and some of the issues, like requests coming in before their SLA date and missed projected end dates. It concludes by outlining some initial steps that could be taken like defining services and SLAs, establishing flow based on prioritization and coordination, and establishing some basic rules around self-managed teams, reduced multit
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Mangrove provides a web-based workforce management solution called Workforce Empowerment that streamlines HR, recruitment, payroll, benefits administration and other functions. The solution is built on .NET and can be accessed via various license models. It aims to empower employees by automating tasks, sharing information and giving all staff role-appropriate access to data. This makes the workforce more productive, informed and efficient while reducing costs.
Don't Add Risk And Double Investment Requirements By Estimating Project Budge...Ed Kozak
Many organizations need to set aside funding to conduct their own projects. How much funding, though? Poor project estimating leads to poor business forecasting and that can have a big impact on your organization's success. Learn the 4 methods typically used to estimate projects and the error (and risks) associated with each.
Cloud IT Economics: What you don't know about TCO can hurt youAl Brodie
An e-book that explores factors beyond basic price that impact the true cost of ownership for cloud implementations by comparing and contrasting prevalent approaches, using common enterprise workloads, from three prominent cloud service providers.
Outsourcing and offshoring: implementation and risk reduction, by Anthony Mit...Anthony Mitchell
Learn about risk reduction and implementation in going offshore. Covers taxes, telecommunications, NDAs, workplace and cultural issues in India, Pakistan, and the Philippines.
memo/Example 3220 memos.docMemo 1
Date:
5/3/2011
To:
VP of Human Resources
Cc:
Directors and Account Managers
From:
Fred Flintstone, HR Director
RE:
Telecommuting: An Untapped Resource
Globalization is in full swing and luckily our company is growing, both financially and geographically. Historically, our pool of candidates has been limited to the narrow field available in the immediate vicinity of our main office. To keep up with changing times we need to explore options to that will allow us to enjoy a larger pool of qualified candidates, as well as attracting and keeping those candidates. Enhancing our technology and opening our standard policies to telecommuting could give us the edge we need to stay ahead of our competitors.
Relevant Issues
Telecommuting is not a new concept. The government explored telecommuting options to conserve gas as early as the 1970s and the private sector began taking advantage of it as soon as home computers and the internet made it possible. Today, telecommuting is common place in many industries.
The newest generation of candidates and soon to be graduates have already adapted to a constant bombardment of steaming media, multitasking and all the newest technology. The brightest minds work well independently and desire the nontraditional workplace. Telecommuting opportunities will give them more flexible schedules, the ability to work on the go and the ability to work in whatever kind of environment they find most comfortable and productive. The downside to permitting our employees to work from home, or wherever, is we will lose a certain amount of control. We will have to screen candidates very carefully and develop other ways to track their productivity to assure they aren’t taking advantage of the situation.
There are multiple ways we could achieve telecommuting capabilities and before we move forward, we’ll have to investigate which option or combination of options will give us the best results at the least cost. In the long run, converting more of our staff to telecommuters will likely save us money on top of everything else.
Changing Perspective
We know our business is already successful. With that in mind, it’s hard to picture making dramatic changes to our business model and breaking from tradition. Part of the reason we’ve been successful this long is because of our ability to find solutions in unconventional ways. We shouldn’t be shutting our door to some of the best candidates because they don’t happen to live here. Allowing employees to work from home will open the pool of candidates nationally, and potentially worldwide, without us having to pay relocation costs.
We must also look at the changing generations and encourage the best results from our new hires and current employees. We already know that people learn best under varying conditions. This is true of the best work environments as well. While working standard 8 to 5 hours in the controlled environment of a trad ...
Transmittal MemorandumTORachel Smith, Human Resource Direct.docxturveycharlyn
Transmittal Memorandum
TO:
Rachel Smith, Human Resource Director
FROM:
Business Development Manager
DATE:
December 18, 2015
SUBJECT
Implementing a telecommuting policy
The Business Development department has noticed that Platinum Company lacks a telecommuting policy. Some employees have complained about the lack of such a policy, given that our organization has locations all over the world. They say that reporting to a main location is not necessary for them to do their work.
Telecommuting is the practice of working outside a company’s primary business location, either at home or another remote location. This policy has been a practice exercised by many businesses for more than 20 years, both in United States and abroad. The Internet, faxes, phones, webcams, and instant messaging are some of the tools required for this practice. This ideal business practice may suit for any modern business including ours. The benefits this policy would bring to the workplace include
• Cost and time efficient for both companies and employees
• Flexible work-hours for telecommuters
• Increased productivity
• Working offsite
• Worldwide recruitment
Along with the benefits, there are a few potential problems that might affect this business practice. There are certain risks that businesses must take into consideration before developing a telecommuting policy in the workplace. These risks include
• Fraud or hacking
• Employee isolation from the social bonds of the office or from management
• Reduction of face-to-face interaction with other employees and management
• Connectivity issues
To implement a successful telecommuting policy the business must put in place greater filters and spam protectors to avoid being hacked, obtain advanced technology to support teleworkers, invest in training for potential teleworkers, and structure monitoring prior to implementing a telecommuting practice.
My research shows that telecommuting could make Platinum Company more competitive in the business world. The benefits of implementing this policy allow companies to work from multiple locations worldwide and keep their customers in contact with the teleworkers at any place and time. In addition, employees can accomplish their jobs from their homes. Developing a telecommuting policy at Platinum Company would help the business, employees, and customers. We hope you will take this policy into consideration. Thank you for your time.
Table of Contents
Transmittal Memorandum...........……………………………...……………………… ii
Executive Summary…..……......………………………………………………………. iv
1.0 Introduction
1
1.1 Topic Investigation
1
1.2 Objectives
1
2.0 Findings and Discussion
1
2.1 Definition and History of Telecommuting
1
2.2 Benefits of Telecommuting
2
2.3 Potential Pitfalls of Telecommuting
2
2.4 Requirements of Telecommuting
3
2.4.1 Connectivity and Accessibility
3
2.4.2 Data Sharing
3
2.4.3 Communication
3
3.0 Implementing Telecommuting Policy
3
3.1 Eligibility
4
3.2 Management Respon ...
"The transition of companies to cloud-based will be quicker for some and slower for others depending on their individual circumstances, But the change will happen."
Mobile workforce management navigating data collaborationDatafield
A mobile workforce using field service solutions can increase productivity and profits by improving processes, communication, and customer service. The most successful professionals use mobile apps integrated with enterprise systems. A well-defined mobile strategy provides internal and external benefits by assessing field worker needs and aligning information flow between the field and backend systems. This can increase productivity, utilization, and profitability by providing the right information at the right time.
This document discusses how organizations can maximize the efficiency of their most costly assets - buildings, people, and resources - through flexible working. It suggests rationalizing office space to reduce real estate costs while ensuring employee productivity and satisfaction are not negatively impacted. It also recommends challenging existing conventions, improving collaboration through technology, linking changes to business objectives, engaging leaders to drive changes, and involving employees in the process. Adopting flexible work policies using appropriate technologies can lead to benefits like 20% reductions in office space and employee travel costs while increasing productivity by 20%.
Outside-In: A Radical Change inBusiness use of TechnologyCapgemini
The document discusses the concept of "Outside-In" business use of technology, which focuses on satisfying the needs of external stakeholders rather than internal systems. It describes how new technologies like mobility, big data and clouds allow business users to work outside traditional secure enterprise IT environments. This represents a radical change from the traditional "Inside-Out" model which starts from internal back office systems. The document uses the example of airport operations management to illustrate these concepts.
Evaluating the ROI of cloud-based solutions versus on-premise software can sometimes feel a bit like comparing apples to oranges. This white paper provides an overview of the costs and savings associated with a migration to a cloud-based model, including:
- Access differences
- Hardware costs
- Ongoing maintenance, security and support
- IT staffing levels
In the last few years, the cloud has been steadily revolutionizing software delivery to corporate end-users
across multiple industries, ranging from banking to Customer Relationship Management (CRM). The
accounting profession is no exception.
The Cloud Computing model is replacing the traditional IT model for many organizations that have not been able to keep up with the tremendous rate at which technology is changing, the challenges of disparate IT systems inherited through acquisitions and mergers, and decreasing internal resources available for IT commitment.
Cloud Computing models range from public cloud services that bill companies for access to IT infrastructure; the private cloud provider that hosts resources for the sole use of its own organization; dedicated external hosting to non-shared resources; and hybrid hosting, a mixed solution of cloud computing and dedicated hosting.
Schneider Electric consulting experts use their Cloud Assessment Checklist to help potential clients identify the computer services needs that best meet their IT challenges. It is not uncommon to find that an organization would optimize operation with a hybrid hosting solution in which a secure, single-tenant database would be stored with a dedicated host and the front-end would be hosted in the public cloud. Similarly, cloud bursting functionality enables the organization to automatically deploy new applications within the public cloud as needed. Such hybrid hosting models allow scaling capability to accommodate an increase in the number of users in the organization and meet peak traffic demand.
Careful examination of business and security characteristics can determine the proper cloud and hosting model that meets the needs of any particular enterprise and, as a result, help increase the organization’s IT capabilities and productivity while adding value to the business.
Cloud-sourcing provides businesses with a more modern alternative to traditional outsourcing for HR and finance functions. It utilizes a single cloud-based software platform, like Workday, that is accessed by both the client and cloud-sourcing provider. This allows for real-time transparency, flexibility, and control compared to traditional outsourcing which relies on transferring data between separate systems. Cloud-sourcing keeps everything on one platform for a more streamlined, efficient, and cost-effective experience as businesses' needs change over time.
Traditional outsourcing lacks the flexibility and agility today’s organizations require to obtain data-driven business intelligence that provides a clear, comprehensive view of their operations. Cloudsourcing is a newer, more nimble model that has emerged to fill the gap. This whitepaper, authored by industry-leading experts at OneSource Virtual, explores opportunities available through cloudsourcing and Software as a Service (SaaS).
Using market-based comparisons to drive transformation planning for a private healthcare hospital system. Are your technology costs in line with what best-practice outsourcing providers would charge for similar work? This is a case study showing how a market assessment led to a transformational roadmap - and the chance for a hospital system to save millions of dollars.
Leveraging cloud based building management systems for multi-site facilitiesBassam Gomaa
Until recently, enterprise building management of multiple, distributed facilities has been beyond the budget of most organizations. New advances in Cloud technology are now enabling enterprises to centrally monitor, control and manage their medium and smaller sized facilities at an affordable cost.
The benefits of the cloud facility management approach have helped to create more productive environments for workers and customers and also facilitated better executive decision-making at the corporate level.
Offprint from IFS World Magazine. The article describes how IFS with the use of mash-ups (Bing Map for Enterprise integrated with IFS Applications) has created a visual solution for managing field service engineers.
Condeco | Flexible Work e-Book | SlideshareCondeco
Flexible work is one of the most talked-about subjects in the world of business today. After all the forced change of the COVID-19 pandemic, businesses are looking forward, towards operating at their best in a very different world of work. Find out more here: https://www.condecosoftware.com/modern-workplace/asset/ebooks/flexible-work/
White Paper: The Benefits of An Outsourced IT InfrastructureAsaca
This white paper will explore the benets of a hosted IT infrastructure
in the context of several key business topics including disaster recovery,
cost management and scalability .
Enter cloud computing—a transformative tool that simplifies the shift to remote work and enhances the effectiveness of remote
https://www.bluechip-gulf.ae/role-cloud-computing-in-remote-work-success/
Similar to Compliance_with_taxes_wage_hour_other_legal_issues (20)
The document presents data on the top reasons people cite for not adopting flexible work arrangements. The top three reasons overall are the importance of face time (57%), the impact on career progression (55%), and impact on team dynamic (41%). Unsupportive leadership (34%) and certain job tasks preventing flexibility (31%) are also commonly cited barriers. Traditionalists (62%) and late majorities (61%) place most importance on face time, while pioneers (60%) most frequently report unsupportive leadership as a barrier.
This document discusses FlexPaths, a provider of flexible working solutions for organizations. It summarizes FlexPaths' suite of products which include: (1) FlexPaths Educate, an online resource for information on agile working; (2) FlexPaths Enroll, which automates flexible work requests; and (3) FlexExtend, online communities for flexible workers. It also describes FlexPaths Advisory Services which help organizations assess and improve their flexibility. The overall message is that FlexPaths provides end-to-end solutions to help companies create and sustain an agile workforce while reducing costs and risks.
The document is a Flex Readiness Assessment that asks the recipient to rate how important various goals are to their business and whether they have key elements in place to support flexible work arrangements. It concludes by explaining that the FlexPaths program can help organizations expand their use of flexibility to retain talent, solve challenges, and gain a competitive advantage by equipping HR, managers, and employees.
Flexibility and ROI: Asking the Right QuestionsFlexPaths
This document discusses the benefits of creating a flexible work culture and environment. It notes that people now live and work differently, expecting more flexibility and work-life balance. Organizations that do not adapt risk losing their top talent. While flexibility provides a sizable return on investment, the key question for leaders is what flexibility is worth in terms of attracting and retaining the best people, driving engagement and results, and adapting quickly to changes. Becoming a truly flexible organization requires examining core beliefs and making fundamental changes to better leverage human capital.
The Real Talent Debate: Will Boomers Deplete the Workforce?FlexPaths
- The document discusses a survey of over 400 organizations on how the aging of baby boomers will impact the workforce.
- Key findings include that only 42% see it as a significant issue currently, but many expect senior leadership and skilled talent to depart. Knowledge transfer between generations is seen as a major risk.
- Common retention strategies are flexible schedules and mentoring programs, but few proactively recruit mature workers or understand their future work preferences through surveys. Overall most organizations lack strong knowledge transfer programs to address the aging workforce.
This document discusses how companies measure the impact of flexibility in the workplace. It finds that the most common approaches are to include questions about flexibility in annual employee surveys and specialized work-life/diversity surveys. These surveys measure the availability and importance of flexibility, and analyze correlations between flexibility and outcomes like job satisfaction, retention, and stress levels. Companies are able to better understand how flexibility contributes to business objectives like productivity and performance. The data collected helps strengthen the business case for expanding flexibility practices.
The document discusses how business practices need to change to adapt to a global knowledge environment. Specifically, it notes that flexibility is now essential for businesses and employees. It outlines 11 key changes required, including the need for mobility over centralization, customization over standardization, encouraging human abilities over prioritizing machines, empowering employees over strict supervision, retaining knowledge workers, pushing decisions down hierarchies, fostering mutuality between employers and employees, redefining performance measures, accommodating complex employee lives, focusing on employee well-being, and reinventing practices with a flexible human capital approach. Overall, the document argues flexibility is necessary to attract and retain top talent, solve organizational challenges, and gain a competitive advantage.
Mitigate or Litigate: Flexible Working & Legal Exposure FlexPaths
This document discusses the growth of flexible work arrangements and the associated legal implications. It covers three types of flexible work: telework, flexible schedules, and flexible employment relationships. For each type, it analyzes the potential legal issues related to wage & hour laws, employment taxes, workplace safety regulations, employee benefits, privacy concerns, and employment discrimination. The document provides best practices recommendations to help employers mitigate their legal risks when implementing flexible work policies and practices.
Creating Sustainable Organizations: How Flexible Work Improves Well-being and...FlexPaths
American Express and FlexPaths jointly issue this report to help you:
* Gain new insights into leveraging employee wellness promotion,
* Address underlying root causes of wellness and performance
* Learn how to expand flexible work design to support employee wellness
* Connect wellbeing and employee engagement to foster a healthy work culture
You're invited to attend the World at Work Webinar presented by FlexPaths & American Express on January 19, 2011 at 12noon EST.
http://www.worldatwork.org/waw/adimLink?id=45514&from=webinar_live
1. Human Resources Report™
Reproduced with permission from Human Resources Report, 30 HRR 1060 , 10/1/2012. Copyright 2012 by The
Bureau of National Affairs, Inc. (800-372-1033) http://www.bna.com
Te l e w o r k
In this BNA Insights article, Margaret Hart Edwards, a shareholder with Littler Mendel-
son PC, and Sandy Burud, a principal at FlexPaths, discuss the many issues human re-
sources practitioners must consider when implementing a telework program.
Making Telework Work for Your Organization: Taxes, Wage & Hour Compliance, and
Other Legal Issues
BY MARGARET HART EDWARDS AND SANDY BURUD workers2 is shifting the focus from ‘‘allowing’’ telework
to encouraging or even requiring it. There are other ad-
s the ‘‘cloud’’1 replaces the file cabinet and dis-
A persed teams communicate through technology
rather than face-to-face, enabling employees to
work from home or other remote locations has become
vantages as well: the ability to draw talent from a pool
unrestricted by geography, the ability to retain employ-
ees with caregiving responsibilities, boosting engage-
ment, reducing lost productivity caused by commute
a core competency for HR. Telecommuting (or tele-
problems, reducing greenhouse gases, and reducing
work), once perceived as a perk bestowed only on wor-
health care costs by lowering employee stress and burn-
thy employees, has morphed into a standard way of
out. For many managers the question is no longer,
working in some environments. Leaders are now
‘‘Should we?’’ but, ‘‘How do we do it right?’’
promoting—even requiring—telework in certain jobs in
order to save money and increase performance. Reap- Having a small number of employees telework is one
ing average savings of $500,000 per year in office space thing. Making it work organization-wide requires
alone for each group of 100 full-time equivalent tele- changing common HR practices. What do HR practitio-
ners need to know? The following provides answers to
1
the four questions that arise most often:
With ‘‘cloud-computing,’’ company software and docu-
ments are stored on servers ‘‘in the cloud’’ over the internet in- 1. What costs does the employer have to pay for?
stead of on company computers. The laws in various states are just beginning to define
what costs must be assumed by the employer. The most
common standard is that the employer must reimburse
Margaret Hart Edwards is a shareholder with reasonable and necessary costs incurred by the tele-
Littler Mendelson P.C., the world’s largest worker. Thus, a threshold question is whether the tele-
employment and labor law firm representing work is for the convenience of the worker, or required
management, and Sandy Burud is a princi- by the employer. If telework is required by the em-
pal with FlexPaths, a global provider of web- ployer, these costs are likely to include: the cost of a
based and consultative flexible working dedicated computer if the computer must meet certain
solutions. Edwards regularly advises and rep- technical and security requirements; associated equip-
resents employers in a broad variety of
employment matters, and Burud works with
2
employers to respond to changing workplace ‘‘The calculation assumes 30 sq. ft. per person space @
needs and design flexible work strategies. $168/ sq. ft. office lease cost based on a 2005 study from Old
They can be reached at mhedwards@ Dominion University which places the national average price
for commercial ‘office’ real estate at $168 per sq. ft.’’ OLD DO-
littler.com and sandy.burud@flexpaths.com, MINION UNIVERSITY CENTER FOR REAL ESTATE AND ECONOMIC DEVELOP-
respectively. MENT, 2005MARKET SURVEY (2005), available at http://
www.odu.edu/creed.
COPYRIGHT 2012 BY THE BUREAU OF NATIONAL AFFAIRS, INC. ISSN 1095-6239
2. 2
ment necessary for work, such as a printer/scanner/fax; and that teleworkers have signed off on the policies,
the monthly cost of a broadband connection sufficient agreeing to comply with them.
to handle the employer’s data; locking file cabinets; a
shredder; and ergonomic equipment such as a chair, s Implement electronic timekeeping systems that
keyboard tray, and document holder. In addition, the require a certification by the employee that all time
employer would be expected to reimburse the employee worked has been entered and that all time entries are
for office supplies and cell and landline telephone accurate.
charges (other than those that are personal). If the em- s Conduct periodic audits of other electronically
ployee already owns the required equipment, and re- generated records against the time records. These other
tains the ownership and personal use of the equipment, records could include time stamps on emails, in log-in
the employer’s duty to reimburse becomes less obvious records, in web logs, or in the employer’s specialized
and harder to calculate. One solution is for the em- systems.
ployer and employee to enter into an explicit agreement
for the employer to pay a ‘‘usage charge’’ for the busi- s Enforce a zero tolerance policy for off-the-clock
ness use of the personal equipment. For this charge to work or inaccurate time keeping through discipline of
meet state law requirements, it should be reasonably re- both teleworkers and their supervisors.
lated to the actual proportional cost of the equipment or
s As discussed above, in situations where travel
to the proportional cost of equivalent equipment in an
time for the teleworker to the employer’s place of busi-
employer’s office environment (based on the proportion
ness is compensable work time, adapt timekeeping poli-
of business use of the equipment). As the employer may
cies and systems to include this compensable time. The
wish to retain full monitoring control and security of
employer may adopt a special hourly rate of pay (not
employer data, it may be more advantageous for the
less than the minimum wage) for all compensable travel
employer to purchase and issue equipment to the tele-
time.
worker rather than to allow the employee to retain own-
3. Can an employer require employees to telework?
ership and control of the equipment.
In most cases, the employer will have the flexibility to
If the employer requires the teleworker to attend out- require telework, because most private non-union em-
side meetings, including meetings at the employer’s ployment relationships are presumed to be at-will. This
site, the employer may have to reimburse the costs of means that terms and conditions of employment can
travel to those meetings. When a worker teleworks only usually be modified on a prospective basis by giving
a certain number of days per week, but must work in reasonable notice in advance. The amount of advance
the employer’s office the remaining days, the commute notice varies based on case law in each state. Generally,
costs for the days in the employer’s office are not re- it is advisable to give 30 to 90 days of notice.
quired to be reimbursed, as ordinary commute costs are The employer may not be able to require telework
not paid by the employer. unilaterally if there is an oral or written contract be-
If the employer does not require telework, but simply tween the employee and employer specifying a location
permits employees to telework for their convenience, of employment, or under the terms of collective bar-
then the costs of equipment and internet connections gaining agreements. In the former case, the employee
for telework may be the responsibility of the employee. and employer would have to agree to amend the con-
2. What steps can an employer take to help ensure com- tract. In the latter case, the employer and union would
pliance with wage and hour laws? have to bargain for a change in the terms and condi-
The difficulty of complying with wage and hour laws tions of employment.
has caused some employers to restrict telecommuting It is often easier to hire a person into a telework po-
to employees who are exempt from overtime. One of sition than to convert a current employee relationship
the biggest concerns is that nonexempt employees will to telework if the current employee is reluctant to tele-
make claims that they worked off-the-clock. However, work. An employee’s reluctance may be due to a variety
technology now offers better means to comply with of reasons: the individual may value the separateness of
wage and hour laws. There are multiple steps that will work and home, lack the space for a home office, be-
help an employer to be in compliance, including: lieve that the distractions of working at home will inter-
fere with performance, or desire the companionship
s Determine which wage and hour laws apply. The and social life of the workplace. If the worker is reluc-
federal Fair Labor Standards Act will apply as a base- tant to telework, the arrangement may not be success-
line in every state. However, some states have addi- ful, so the reasons for his or her reluctance should be
tional rules for daily overtime, meal and rest breaks, explored and alternative solutions considered. Such al-
premium pay on the seventh day of work, etc. If a tele- ternatives may include: (1) the gradual conversion of a
worker is in a state with protections beyond the FLSA, work unit to telework as incumbents leave, (2) incen-
even if the worker reports to a boss in another state tives to telework to make it more attractive, (3) the op-
with fewer protections, the employer should apply the tion to telework part of the time, and (4) the creation of
protections in the state where the teleworker actually substitute social structures to create a sense of belong-
performs services. ing and reduce isolation.
4. Where must an employer pay its employee’s employ-
s Adopt very clear policies regarding work hours,
ment taxes—in the state where the company is located,
meal and rest breaks, overtime, and timekeeping.
where the employee lives, or both?
s Adopt a protocol for email approval of overtime There are really two separate questions when it
work in advance. comes to taxes. The first question is, to which state
must ‘‘employment taxes’’ be paid? In most cases, that
s Make sure that teleworkers and their supervisors generally refers to state unemployment taxes, although
are trained and periodically retrained on the policies, in several states there are additional taxes. For ex-
10-1-12 COPYRIGHT 2012 BY THE BUREAU OF NATIONAL AFFAIRS, INC. HRR ISSN 1095-6239
3. 3
ample, California also has state disability insurance addition, some states have reciprocity agreements. For
taxes and an employment training tax. Regardless of example, if an employee lives in New Jersey but works
how many states an employee works in, unemployment in Pennsylvania, the employer is not required to with-
insurance taxes are only paid to a single state. All states hold Pennsylvania income taxes under an agreement
use the same four-part test to determine the proper between New Jersey and Pennsylvania.
state to report and pay unemployment insurance taxes: As a general proposition, then, if employees will
(1) localization; work in several states, it becomes imperative that an
(2) base of operations; employer require an employee to track and record time
(3) place of direction and control; and in different locations in order to determine whether tax
(4) state of employee’s residence.
withholding should occur in more than one location.
This test must be applied in hierarchical order; that
Generally, taxes are withheld in the state where a per-
is, it must first be determined if the work is localized to
son is a resident (and presumably works on a regular
a particular state. An employee’s services are ‘‘local-
ized’’ in a particular state if all or most of the employ- basis, and also assuming the state has an income tax)
ee’s services are performed in such state, with only in- because a resident is taxed on all their income, regard-
cidental services performed elsewhere (for example, less of where it is earned. For a nonresident, however,
where the out-of-state service is temporary or transient income can only be taxed to the extent it is earned.
in nature, or consists of isolated transactions). Where Many states allow for offsets for multistate withholding.
the services performed outside of the state are perma- For example, if a California resident works in Arizona,
nent, substantial, or unrelated, it cannot be treated as and withholding in California is $100 while withholding
localized to a particular state. in Arizona on Arizona source income would be $80,
If an employee’s services are not localized to a par- California law states that the employer should withhold
ticular state (because, for example, he or she spends 33 $80 for Arizona and $20 for California. This alleviates
percent of his or her time in three separate states), then the double taxation caused by multistate withholding.
the next test to apply is the ‘‘base of operations.’’ Under
Conclusion These four questions— what costs the em-
this test, unemployment insurance taxes are paid to the
ployer may have to pay, how to comply with wage and
state in which the employee has his or her only base of
hour laws, whether the employer can compel telework,
operations. A base of operations is generally considered
and what tax implications might arise—require employ-
to be a more or less permanent place from which the
ers to engage in thoughtful analysis before embarking
employee starts work and customarily returns to re-
ceive the employer’s instructions, to receive communi- on a program of telework. As a practical matter, imple-
cations from customers or others, to replenish stocks or menting a telework program properly can help employ-
supplies, to repair equipment, or to perform other func- ers attract and retain excellent employees, reduce over-
tions relating to the rendition of services. For example, head costs, and increase productivity. However, if em-
if an employee telecommutes, but is assigned to an of- ployers are not attentive to the legal constraints going
fice location where he or she comes for meetings, ob- in, they may find that they face expensive and legally
tains supplies, etc., such office location would be con- complex claims that reduce or eliminate the savings in
sidered a base of operations. overhead.
If the employee’s services are neither localized nor The practical benefits of telework are being realized
subject to a base of operations, the third test is the by ever greater numbers of employers and employees.
‘‘place of direction and control.’’ Under that test, if an The estimates of the number of teleworkers in the
employee performs some services in a state and it is United States vary widely, depending on the source of
also the place from which the employer exercises basic the statistics, and whether the statistics count only full-
and general direction and control over all the employ- time teleworkers, or those who telework on an ad hoc
ee’s services, then unemployment insurance taxes are basis. Thus, only a small percentage of the workforce
sourced to such state. teleworks most of the time, but an ever-growing per-
Finally, if none of the previous three tests apply, then centage, about 25 percent, teleworks at least some of
unemployment insurance taxes are sourced to the em- the time.3 The Bureau of Labor Statistics studied tele-
ployee’s state of residence. work patterns and found that they were age and gender
The second question is, in which states must the em- agnostic, but that those who had college educations and
ployer withhold and remit an employee’s income taxes? were in managerial and professional occupations were
Unlike unemployment insurance taxes that are paid to more likely to telework, and that teleworkers work five
a single state, income taxes may be paid to several to seven hours more per week than non-teleworkers.4
states. Residents of a state are generally subject to tax Cisco Corporation reported in 2012 that by 2016 43 per-
on 100 percent of their income, regardless of where it is cent of U.S. employees will telework at least part time,
earned. Nonresidents, however, are only subject to in- so employers must master the legal issues involved.5
come tax on income earned within the state. Thus,
when an employee works in more than one state, an
3
employer may be obligated to withhold and remit in- Make Telework Pay Off, 56 HR MAGAZINE No. 6 (June 1,
come taxes to more than one state. 2011), available at http://www.shrm.org/Publications/
The states have very different rules about when in- hrmagazine/EditorialContent/2011/0611/Pages.
4
Mary C. Noonan and Jennifer L. Glass, The Hard Truth
come taxes must be withheld. For example, New York About Telecommuting, MONTHLY LABOR REVIEW, 38-45 (June
and Connecticut both have a 14-day de minimis rule 2012).
that states if an employee is working in the state for 14 5
Michael Moffa, The Future of Teleworking: You Can Bed
days or less in a calendar year, then there is no income on It (Apr. 4, 2012), http://www.recruiter.com/i/the-future-of-
tax withholding. Other states use a dollar threshold. In teleworking-you-can-bed-on-it/.
HUMAN RESOURCES REPORT ISSN 1095-6239 BNA 10-1-12