Telework: breaking new ground: successful telework programs feature active top-level leadership, clear policy and guidelines, solid program support, and integration in overall agency planning.

The Public Manager › Vol. 37 Nbr. 1, March 2008

Author: Kaczmarczyk, Stanley

Position:: Brief article

Linked as:

< Previous

Next >

Summary

Brief article

See the full content of this document

Extract

Telework: breaking new ground: successful telework programs feature active top-level leadership, clear policy and guidelines, solid program support, and integration in overall agency planning.

[ILLUSTRATION OMITTED]

Why and how do some federal telework programs succeed? Eight years as part of the leadership of federal telework at the General Services Administration (GSA) have shown me that when carefully planned and rigorously implemented few, if any, of these programs fail. This article discusses how success in federal telework stems from identifying practical and realistic program expectations, understanding the dynamics and measures of telework, and establishing useful and flexible policies and program design. Also required are implementation guidance, effective tools (including appropriate measures), program support, proactive senior leadership, and culture change.

Performance

The U.S. Patent and Trademark Office (USPTO) identified job performance as a key goal of its telework program, established clear policies to encourage maximum use, and bolstered the program w...

See the full content of this document