US DOE-Flex Manager Training Page
1
Remote Management and Leadership
DOE-Flex
Program
Time to Telework
US DOE-Flex Manager Training Page
2
training objectives
US DOE-Flex Manager Training Page
3
training objectives
US DOE-Flex Manager Training Page
4
background
US DOE-Flex Manager Training Page
5
background
US DOE-Flex Manager Training Page
6
People are the Department of Energy00 most important resource, and we will develop, motivate, and support them in accomplishing our missions. Employees are more than just the jobs they do, and the Department is committed to helping them meet their responsibilities on the job, at home, and in their communities. In doing so, the Department will establish flexible work arrangements that will improve the quality of employees00 work life and contribute to a cleaner environment and a safer, more productive workplace.
Secretary
Richardson
policy statement
US DOE-Flex Manager Training Page
7
DOE-Flex program objectives
Improve productivity Improve employee well-being and quality of life Maintain work production and services Improve the Department00 ability to recruit and retain high quality employees Reduce the employee00 need to commute Reduce costly building spaceUS DOE-Flex Manager Training Page
8
Achieve program participation goals
FY 2000 5% participation rate FY 2001 10% participation rate FY 2002 15% participation rate FY 2005 20% participation rate (Washington DC area)DOE-Flex Program Objectives
US DOE-Flex Manager Training Page
9
DOE-Flex employer benefits
US DOE-Flex Manager Training Page
10
Source: Telecommute America 1997
employee benefits
US DOE-Flex Manager Training Page
11
community benefits
US DOE-Flex Manager Training Page
12
Minimize Downward Curve
Communication is the key Quick installation - minimize disruption Technical support - allow productivity Establish a routine - end of the day ritual, scheduled breaks Expect an adjustment periodAccelerate Upward Curve
Establish ground rules up-front Delivery - completed assignments Maintain office contact and attend meetings Measure and share success stories Coaching/Teaming Expect an adjustment periodEuphoria
Discomfort
Time
Equilibrium
Satisfaction
Euphoria
Discomfort
Time
Equilibrium
Satisfaction
Employees
Managers/Co-workers
No Training
With
Training
why train managers?
US DOE-Flex Manager Training Page
13
Appropriate Job Tasks
Manager
Success
Voluntary
Trust
Mobile - Out of Traditional Office
Quiet Concentrated Work Time
Face-to-Face Customer Interaction
Characteristics Include:
Perceived Self - Motivated and Responsible
Independently Productive
Understands Organizational Relationships
Appropriate Work Environment
Characteristics Include:
Good Planning Skills
Manages Output - Not Time
Provides Clear Objectives
Monitors Off-Site Work
Provides Timely &
Constructive Feedback
three-legged stool
Employee
US DOE-Flex Manager Training Page
14
What job tasks fit teleworking?
Project-oriented work Computer programming Telephone calling Auditing reports Planning & scheduling Data processing & analysis Reviewing proposals and written reports Reading, word processing, and thinkingremote tasks
US DOE-Flex Manager Training Page
15
What job tasks DO NOT fit teleworking?
Tasks that are difficult to measure Tasks involving access to materials or information that cannot be moved Tasks requiring special in-house equipment Situations where face-to-face interaction is requiredother tasks
US DOE-Flex Manager Training Page
16
What makes a good teleworker?
Requires minimal supervision Has a high level of skill and knowledge Works well with family members Is productive at alternate workplaces Is self-motivated, well-organized, and highly productive Possesses strong time-management skills Solves problems independently before asking for help Communicates well with a manager and co-workersteleworker profile
US DOE-Flex Manager Training Page
17
What skills are needed to manage telework?
Trust employees Possess a positive attitude toward DOE-Flex program Be a good communicator Manage by results not observation Delegate tasks and responsibilities Coach by establishing time frames and reviewing status Encourage goal setting Provide appropriate and timely feed backmanager profile
US DOE-Flex Manager Training Page
18
manager profile
What manager traits will cause telework to fail?
Not trusting the teleworker Ignoring the teleworker Setting unrealistic deadlines Neglecting problems Supervising too closely Expecting everyone to be a good teleworker Not taking telework seriouslyUS DOE-Flex Manager Training Page
19
issues managing the remote worker
US DOE-Flex Manager Training Page
20
managing teleworkers
Manage teleworkers the same way you manage other employees Build into your processes regular progress reports Manage performance by results Act as coach rather than superior or 00oss00/font> Empower at the lowest practical level Help balance work and personal needs Be open to new ideasUS DOE-Flex Manager Training Page
21
managing performance
US DOE-Flex Manager Training Page
22
managing the work team
Teaming is giving:
the right people
clear direction,
the tools to do the job,
and the resources needed to accomplish their objectives
US DOE-Flex Manager Training Page
23
Build a close team by:
Keeping co-workers informed - make sure they feel a part of the team Tracking the impact DOE-Flex has on others (co-workers, customers, etc.) Employing the buddy system Designing work so that almost no one works alone on a projectmanaging the work team
US DOE-Flex Manager Training Page
24
communications
US DOE-Flex Manager Training Page
25
own & implement
US DOE-Flex Manager Training Page
26
own & implement
US DOE-Flex Manager Training Page
27
summing up00
