Employees are encouraged to consult with a qualified tax professional to discuss income tax implications. Is it possible the employee will save their work on a CD or flash drive and bring an infection into the company when they load their files to their work PC? Once the employer has determined when an employee can work from home, the next thing the policy should explain is what type of work can be done. During my first year of relative isolation mentioned above, I pretty much worked "to the clock. Expect your remote employees to let other people know when they won't be available and why, and how they can still be contacted in the event of an emergency. How to Pitch Your Boss on Telework pages.

We have had a policy for working from home of not allowing employees to work from home. However, I have discovered under certain circumstances (child sick, bad weather and difficult to come in) some Managers have allowed their employees to work from home instead of requiring the employee to take a PTO day.

Sample Work From Home Policy – Is It Okay To Be Inconsistent?

In order to avoid confusion around telecommuting while sick, employers should develop policies that explain when, and to what capacity, working from home is appropriate.

The policy can designate different levels of illness. If an employee only has a headache or a runny nose, that should not be sufficient grounds for calling out of the office.

On the other hand, if an employee has a fever or serious illness that requires bed rest, then he or she should take the time to actually rest and avoid performing any work until better. When an employee is seriously ill, any type of work could be harmful to the employer since the employee may not be thinking straight or giving full attention to the assignment. Once the employer has determined when an employee can work from home, the next thing the policy should explain is what type of work can be done.

Although a majority of office work involves using simple programs that can be installed on any device, there are certain assignments that require the employee to be on-site. Conducting transactions that require a secure connection may only be able to be done in the office; therefore, it would not be appropriate to allow an employee working remotely to handle these kinds of tasks. When employees are telecommuting because of an illness, tracking their hours worked is extremely important, especially for non-exempt employees.

Recording hours has been made much simpler by technology. Automated time and attendance systems can easily be accessed via an Internet connection to enable employees to clock in and out once they start and complete tasks.

Some employers have general telecommuting policies, which allow only exempt employees to work from home, so they do not need to worry about tracking specific hours for payroll purposes. However, employers should avoid having similar policies for when employees spend the day working from their sickbed.

When it comes to employee health, all employees, regardless of exempt status, should be treated equally, unless a specific individual has given the employer reason to suspect an abuse of the policy. In addition to monitoring the hours that employees work, employers should also consider monitoring any patterns in requests for working from home while sick. Attendance tracking programs can help recognize patterns, such as staying home before a holiday weekend or repeated Monday or Friday sick days.

If employees begin to demonstrate these patterns, then the employer should address the situation on an individual basis. However, we allow our programmers to work from home. The IT manager tells us how hard they work but I have yet to see them finish a project on time, on budget, or on quality. Perhaps it is a reflection of management or employee expertise. But, maybe it is a reflection of no direct interaction with collegues.

I would vote to try and keep your current policy intact but I would love to hear success stories and how we may adapt to the changing work environment. There were about 10 executives. Our President allowed people to work from home when it was necessary for them to be at home for a legitimate reason. It worked spectacularly well. Bear in mind that we were a small group and all of us were extraordinarily dedicated professionals. We consistently worked long hours in the office so the freedom to work at home for a morning, a day or an afternoon seemed entirely rational, given the professionalism, maturity and dedication that we exhibited all year long.

We worked at home if we were mildly ill--so that we did not spread illness. We also took calls on our vacations, when absolutely necessary. This was not encouraged. It was "desperate times call for desperate measures. No one is talking about "working from home" on a regular basis, as in "telecommuting. Obviously, the feasibility of this policy is largely dependent on the employee's function. Most of my work was done on the internet and on the phone so working from home allowed me to be just as productive as being in the office.

But, no, our division could not have functioned effectively if everyone telecommuted. There is a company handbook example here on Proformative https: I find it's not so much about creating a policy that employees can't work from home, but rather creating affirmative policies of what your employees ARE supposed to be doing and how.

First, let's define the question more precisely. It isn't whether someone is working from home. Instead, it's whether they work someplace where you or other directly-interested parties don't see or observe them regularly.

My experience, after 40 years, is that success or failure depends partly on the employee and partly on the manager, as well as overall managerial support for remote work arrangements.

Whichever route you choose, it's important to be consistent, uniform and clear about when and why exceptions are made. Otherwise, you will eventually be viewed as showing favoritism.

The keys to success are no different from managing an employee face-to-face: In other words, communication is paramount. Steve, you acknowledge that you're "old school. I'm not sure your example of missed IT deadlines is a good one though. In my experience please, no flaming from the IT people IT deadlines are often missed, regardless of whether the work is done down the hall, in a home office, or outsourced.

Let me use an alternate example: In my company, people in our PA HQ did this work. But, we also had people located in several other states doing identical work. Sometimes, the remote people worked alone. Frequently, remote employees worked from home or in a shared office where they were the only ones doing this job e. We used these remote arrangements because they made business sense at many levels what's more old school than that? We aimed to hire employees best suited to our needs but couldn't always find them locally.

We also benefited from the remote worker's superior business knowledge of a more local geographic market, we avoided the family disruption and costs of relocating people to HQ, and we scored consistently well on employee satisfaction measures. Performance measurement for remote workers was the same as for HQ employees.

Potential downsides, though, include limits on employee professional growth, getting promoted when management doesn't "see" you daily, and a higher chance of problems if the manager doesn't pay attention. We've had remote employees for at least 20 years. Perhaps it's positive adverse selection but they have generally been among our best performers and turnover is very low.

Interestingly, we have done several acquisitions in recent years. The expansion of our customer base required an expansion of the credit and collections team by integrating employees from the acquired firms. The unit manager of the most recently acquired group is old school. He wants to know what time people arrive and leave, if they spend too long at lunch, gossip too frequently at the water cooler, etc.

He didn't see how he could possibly manage someone without that level of daily interaction and insight. In my view, that is a negative reflection on his managerial skills and his confidence about those skills. As your comment hints, the world is changing and the population of virtual workers is growing. As managers, we can either adapt, embrace and lead this change to give our business the maximum chance of succeess or we can wish for the good old days.

I'd rather look forward. Due to the nature of our work, in both the finance and client service area, we are limited with what can be done offsite. That said we have a very clear telecommuting policy that starts with treatment as an approved exception when needed. As an example, the accounting department cannot process any credit cards externally as the only secure area is within our walls and through our secure fax line.

As they might be restricted from getting all of their normal daily work done, they have to know how their working remotely will impact their colleagues who have to shuffle work to allow them to be productive. Additionally, clear guidelines about what constitutes a telecommuting day are communicated in advance and these include both what is accomplished and how communication to the home office works. I know that Kmart corporation, whose HQ used to be in my hometown, still has a few hundred people working locally from home.

I have had to remind my current employer that those of us who 'leave on time' and then log-on from home are doing so to assist in getting work done and should not be assumed to do this all the time. That has been my biggest hurdle as I don't see my bosses understanding how this is counterproductive to improving employee morale.

I have been lucky that the high turnover has not been in my department and am hopeful that my repeating this mantra will eventually help them discover one of the reasons they suffer this turnover regularly. I agree that the key to success is setting annual goals and having frequent status meetings. The weekly meetings gives him a chance to measure my progress and communicate any change in priorities.

I have a global position that requires frequent international conference calls early in the morning or very late at night, working from home and having a flexible work day makes these easier on me and my family which makes everyone happy.

In my last role, we were a dispersed company. The company was used to using telepresence and the like. Some employees many, in fact were full time remote, some part time, and some always in the office. It was always at the discretion of the manager; the manager was responsible for delivering results, and for having their people available during working hours.

A "we can't find them, they're working from home" would not have gone over well and did not, when it seldom occurred. In California at least, if you went home to care for a sick child, and I called you with a question, I will have breached the PTO guidelines. If you are getting charged with a PTO day, I can't have my cake not pay you and eat it too get some work out of you. Further, to your premise, you do not need to be "fair" in the sense of having the same policy for everyone.

You pay your managers to exercise their discretion, and so long as they follow the rules, "fairness" measured by "everyone has the same resources and constraints" is not a reasonable guideline. The reasonable guideline, imho, is "is the manager accountable, and are they providing a reasonable structure so that employees are productive.

The bottom line for their system is that voluntary turnover plummets and involuntary turnover skyrockets because you can almost immediately do away with your deadweight folks who may spend the requisite time at the office but don't perform.

There's no easy answer to your question, but our office just went to this model, and we're having good results. I worked at two organizations that had very inflexible work from home policies. All they did was create resentement among myself and my colleagues. In today's world an inflexible policy does not work. You are asking your workers to "do more with less" and any consideration that you afford them will "go miles" with them.

I would advise a more flexible policy no matter how hard it will be "to sell" internally. I've been working from my home office since My first remote position lasted 3.

And, yes, monitoring industry discussion boards like Proformative is part of my job. My first remote post was for an outsource accounting firm where the majority of the staff and some of the execs were remote. My current employer, a non-profit focused on employee ownership and equity compensation, has the majority of the staff in the office and only my department the equity comp folks working remotely.

Here are my observations after 4. Keith Perry's comment above is right on point. Remote staff must be professionals in every sense of the word and must have demonstrated that they are capable of managing their own time, meeting deliverables, and working cooperatively before leaving the cube.

Jim Schwartz is on the money, too, when he allocates responsibility equally to the managers. Even the most seasoned professionals will feel abandoned if their managers are the "set it and forget it" type. Managers that know how to create relationships and that like mentoring will be much more successful in keeping remote workers engaged and on target. Face time and recognition. When I first started working remotely I went into the office only for our annual all hands week, when we would do training and team building.

My job was relatively independent of the rest of the team and time in office didn't really seem necessary. But about 1 year in, I had a family reason to be in town for a week, and arranged to spend working hours in the office.

I took the time to get to know the office-based team, take meetings with my boss and the other executives, and after that week was over I found that communication with everyone had improved and my ideas were being solicited.

During my last 2. I also got some amazing work assignments, a great promotion and raise, and some challenging and enriching projects to manage during that period. During my last 1. I can honestly say that those 1. During my first year of relative isolation mentioned above, I pretty much worked "to the clock. Once I became an engaged employee, I stopped looking at the clock and would work to my projects. Sometimes I worked 60 hrs a week, sometimes I worked

Never Miss Another Post From TLNT

A Work from Home Policy may also be referred to as a Telecommuting Policy or Home-Based Work Policy. Policy brief & purpose We designed our work from home policy to make sure that working from home is beneficial to our employees and company. In a ROWE, there's no need for a "work from home" policy, because it doesn't matter where you work. Managers spend their time as a coach, developing their people, rather than managing the time people spend in their seats at work. WORKPLACE LAW - Working from Home during Family or Medical Leave. Question: Can my employees work from home while they are out on a family or medical leave .