Telework employment cost model-Benefits Of Telecommuting For The Future Of Work

They do so because of family issues, personal needs, and stress. This substantially increases collaboration options. A full three-quarters of unemployed workers with disabilities cite discrimination in the workplace and lack of transportation as major factors that prevent them from working. Other states including Arizona, Vermont, Washington, and Connecticut offer free training to encourage companies to give it a try. Telephone, email, instant messaging are a solution for some.

Telework employment cost model

Telework employment cost model

Skip top navigation Skip to content. Interviews with senior managers, and focus groups with supervisors and staff, show that Headquarters employees often believe frequent telework has both benefits and drawbacks. The uses and costs of technology and other support for each type of worker differ. A OPM report states that the number of federal employees teleworking grew from 90, in toin I'm the CEO of Mailbird, a travel addict, world citizen, spicy food lover, passionate about women in tech, millennials, identity Telework employment cost model the new office. Also included is a sturdy and secure rolling case to hold the computer and documents. Infrastructure plays a key role in supporting Agency activities, including staff recruitment and retention. However, many managers and some staff are also skeptical about staff, and their office as a whole, meeting the needs Telework employment cost model customers and stakeholders in a frequent telework environment. In an effort Gay men tight pissed jeans encourage telework, the federal government sponsors Telecenters.

Shasta trailer travel vintage. CONCLUSIONS

The same memorandum established a 35 percent savings target for rent costs over five years. Policy on core days should be spelled out in telework policy. Skip to Job Postings Telework employment cost model, Search Close. In addition, several other organizations operate Telework employment cost model in the Washington, D. We note that conditions concerning teleworkers work schedules are subject to management-labor discussions. Frequent telework, as contemplated in this study, does not require rigid adherence to a schedule. AETNA 4, reviews. Changes to other major aspects, such as management of teleworkers compared to other workers, Telework employment cost model also be examined. Cost savings are affected greatly by participation rates. Pro : Purchasing and maintaining a laptop and docking station is much less expensive than those costs for two computers. Costs are for the five-year period covered by the cost model. Sexy easter european same OPM guide states that there should not be significant differences in managing the performance of teleworkers and non-teleworkers. We obtained estimates of costs required to educate employees on how to be productive in a remote setting while working away from the central office. If I am a new Federal employee, can I start teleworking immediately?

A decade ago, working from home may have seemed like a distant dream.

  • Skip to Job Postings , Search Close.
  • These savings, and the detailed analysis presented in this study, relate only to the Headquarters Building which includes the Washington Field Office, which moved to the Headquarters Building in
  • The U.
  • Read about what telework initiatives GSA has implemented and see how they can apply to your organization.

A decade ago, working from home may have seemed like a distant dream. Today, it's the future of work. With millennials the driving force behind this shift in the workforce, remote work was dismissed as another "annoying" millennial trait. No longer is remote work about working on a beach, it's a complete design in how we approach the way we work. Here are the benefits and reasons why to embrace telecommuting and remote work.

Workers are finding it harder than ever to hit maximum productivity in a traditional office work environment. The solution? Where do telecommuters find this extra boost of productivity? With none of the distractions from a traditional office setting, telecommuting drives up employee efficiency. Removing something as simple as a twenty minute commute to work can make all world of difference. If you are ill, telecommuting allows one to recover faster without being forced to be in the office.

It also improves the impact on our overall health. As a diabetic, health is the number one priority. The average person in the U. With the drive to reduce our carbon footprint, telecommuting is an excellent way for your company to go green and improve your employees general well being.

Snacking habits also increased and with less free time available, the report also found that workers were leading less active and healthy lifestyles. Telecommuting is cost effective and has a positive environmental impact.

With life expectancy increasing and the cost of living exploding, people over the age of 64 have inadequate savings. As a result, many in this age group choose to delay retirement while others prefer to work into their 70's to keep their minds engaged while continuously learning. It also gives them the opportunity to attend health checkups without it interfering with their work schedule. No matter what size business you run, keeping costs to a minimum is always on the agenda.

Telecommuting helps reduce operating costs, cash in on the appeal factor and boost your bottom line. According to Aetna, an insurance giant in America, it shed 2. You might be thinking, "Okay, sure that works for them, but what about the little guys?

Other costs that can be avoided or reduced include office supplies, furniture, equipment, coffee and janitorial services. Have you ever sat down and worked out the average cost of on-boarding a new employee? Companies that prioritize a healthy work-life balance do not have the high turnover rates when compared to other businesses that down-prioritize work-life balance.

Telecommuting allows for balance in health and productivity. With a quarter of all employed Americans working from home, telecommuting has moved beyond being just another Millennial trend. Time to consider these benefits. Share the data and ask your current employer about the possibilities of telecommuting with the positive impact that works in favor of both the business and the worker. If you own your own business, depending on the roles and industry you are in, it may be beneficial to consider the telecommuting structure for your workforce.

I'm the CEO of Mailbird, a travel addict, world citizen, spicy food lover, passionate about women in tech, millennials, identity and the new office.

Share to facebook Share to twitter Share to linkedin A decade ago, working from home may have seemed like a distant dream. Andrea Loubier.

A OPM report states that the number of federal employees teleworking grew from 90, in to , in Many comments in this area focused on teleworking staff simply not working as hard away from Headquarters as when in the Headquarters Building. In particular, several managers and supervisors emphasized that frequent telework could not succeed unless it is understood that telework is a privilege, not a right. Additional details concerning findings, conclusions, and the recommendation are provided throughout this report and the Appendixes. You consent to receiving marketing messages from Indeed and may opt from receiving such messages by following the unsubscribe link in our messages, or as detailed in our terms. Barring severe price spikes and valleys for equipment and services, savings will not be fundamentally affected by changes to prices for these items: laptops, telephones and telephone service, printers, high speed Internet access, training, and other items e.

Telework employment cost model

Telework employment cost model

Telework employment cost model

Telework employment cost model

Telework employment cost model. The Goals of Telework

Use for to create your resume on Indeed and apply to jobs quicker. Save your resume. You consent to receiving marketing messages from Indeed and may opt from receiving such messages by following the unsubscribe link in our messages, or as detailed in our terms.

Upload your resume - Let employers find you. Telework jobs Page 1 of 7, jobs. Displayed here are Job Ads that match your query. Indeed may be compensated by these employers, helping keep Indeed free for jobseekers.

Indeed ranks Job Ads based on a combination of employer bids and relevance, such as your search terms and other activity on Indeed. Translator, Arabic - Telework. SAIC 2, reviews. Translator, French - Telework. Customer Service Representative. AETNA 4, reviews. Customer Service Representative is the face of Aetna and impacts members' service experience by manner of how customer service inquiries and problems via….

Eligibility Consultant - Paper. DE based position supporting multiple health plans. Maintains enrollment databases and coordinates transfer of non-electronic eligibility data.

Data Entry Operator II. Leidos reviews. Non-Clinical Reviewer. Are you making a difference contributing to the public…. Provide administrative support to the Agency in the area of Human Resources including preparing and processing personnel actions and recruitment documents,….

Use of frequent telework could result in substantial net savings for U. Significantly lower costs for real estate occur, even though the cost model assumes less than one-half of well suited staff will frequently telework, a conservative estimate based on EEOC focus group and interview data. Net cost savings in the model include all costs needed to provide teleworkers with equipment and other items required by Headquarters staff. Cost savings for Headquarters could begin when the lease expires in , or sooner if EEOC reaches agreement with the owner of the Headquarters Building regarding vacating space.

Major conclusions and the recommendation are highlighted below. The pilot should seek to maximize cost savings while minimizing financial and program risks. In order to ensure a successful pilot, we strongly advise the following:. We received comments on the draft report from senior management and other staff in headquarters. We thank those who responded. The following table summarizes several major comments.

We addressed each of these comments in the Final Report, primarily in the sections noted in the table. Additional details concerning findings, conclusions, and the recommendation are provided throughout this report and the Appendixes.

The review was conducted in accordance with the applicable Generally Accepted Government Auditing Standards as published in Comptroller General's Government Auditing Standards, Revision, and took place from June through August This section provides an overview of the study, presents infrastructure information, and gives an overview of telework information useful in understanding the study.

In addition, EEOC telework policies and practices are reviewed. Also, this section provides information on the purpose, scope, and methodology of this study. Chapter Two identifies the major issues EEOC should consider when deciding whether to renegotiate the Headquarters lease before , in order to implement frequent telework.

Specifically, this study seeks to determine if EEOC could save on infrastructure costs and achieve other benefits at Headquarters through extensive use of telework, while sustaining or improving mission performance.

Telework, also referred to as telecommuting or flexiplace, is a work arrangement in which employees perform their job duties away from their central workplace, occasionally or frequently. Other potential benefits to frequent telework include:. For the purposes of this study, implementation includes all critical cost elements, including training and equipment. In addition, this study provides general information to cost and benefit issues for frequent telework at other EEOC facilities.

This general information should not be considered a detailed analysis or recommendation concerning implementation of frequent telework in Field Office locations. Our analysis shows that frequent telework at the Headquarters Building demonstrates strong potential for substantial cost savings while maintaining or improving performance, therefore, OIG recommends consideration of a frequent telework effort at Headquarters. We define infrastructure as the non-personnel items that EEOC needs to operate.

Infrastructure plays a key role in supporting Agency activities, including staff recruitment and retention. For example, Agency real estate is used by Agency employees as individual workspace, meeting space, break areas, and to conduct other critical activities. Frequent telework may have significant effects on the following infrastructure components:. Real estate rental payments to the General Services Administration is about 9 percent.

Exhibit 1 shows the cost of selected infrastructure components, by fiscal year FY. Exhibit 1. Many definitions are provided in literature describing telework. The definitions used for this report:.

However, each of these benefits may or may not occur to the extent expected, unless planning and implementation are well executed. The federal government endorses telework, encouraging telework through legislation, guidance, and other methods. The U. A OPM report states that the number of federal employees teleworking grew from 90, in to , in In an effort to encourage telework, the federal government sponsors Telecenters.

These 16 centers are located in the Washington D. For a fee, telecenters provide space, equipment, and support services for federal workers. In addition, several other organizations operate telecenters in the Washington, D.

Exhibit 2 shows eligible and actual teleworkers for Exhibit 2. A January, , EEOC memorandum states that the Agency will seek to reduce infrastructure costs while continuing to meet customer and employee needs.

The same memorandum established a 35 percent savings target for rent costs over five years. This includes both Headquarters and Field Offices. The Headquarters Building has about vacant offices including private offices and cubicles.

The main OIG objective was to determine if the use of frequent telework at Headquarters could result in cost savings without impairing Agency operations.

Key questions to address the objective include:. While this study is not intended to recommend business process changes, effective frequent telework will bring about changes to the way teleworkers and their colleagues do business. For example, frequent teleworkers need to engage in greater use of teleconferencing than non-teleworkers.

Therefore, our cost estimates include high quality telephone equipment and services for frequent teleworkers. This report examines potential use of frequent telework i. In addition, the scope includes a detailed examination of major costs and savings categories, as well as other telework issues, at Headquarters.

Because each office e. Field Office. In addition, the OIG team facilitated 23 focus groups about participants, or 30 percent of Headquarters staff in 10 Headquarters offices that included demographic questions and open-ended discussion questions, and covered the following topics:. Lastly, the OIG team refined and adapted for Headquarters the frequent telework cost model created during our previous infrastructure review. The updated model was reviewed by staff from the General Services Administration.

Then OIG refined, populated, and ran the cost model to determine if frequent use of telework could result in cost savings. The cost model in this report accounts for major costs and savings categories associated with implementing and maintaining a frequent telework program, including:.

To properly isolate the costs and savings attributable to implementation of frequent telework, our study assumed that other key, non-telework factors, would remain constant e. Findings from the cost model are included in Chapter 2. The OIG team for this study included:. The evaluation was conducted in accordance with the applicable Generally Accepted Government Auditing Standards as published in Comptroller General's Government Auditing Standards, Revision, and took place from June through August This chapter provides findings and conclusions regarding implementation of frequent telework in the Headquarters Building.

Our cost model shows that implementation of frequent telework could result in substantial overall net savings and large savings in Headquarters.

Exhibit 3. Net Savings from Frequent Telework. The office sharing and cubicle size reductions include renovations that lead to reduced space needs. Additional space, in the form of unoccupied offices and associated shared space would create additional real estate savings. Total savings are substantially higher than the total costs to set up and maintain an effective frequent telework program. Over Headquarters employees would be designated as eligible for frequent telework, but, in our model, about 43 percent those would telework frequently.

Many eligible staff would choose not to telework and some would not telework for other reasons e. The cost model for this study assumes:. We identified the following as critical factors affecting whether frequent telework will allow a Headquarters work unit to maintain or improve overall performance:. Different tasks are better suited for telework than others. Some tasks performed by EEOC staff, such as greeting or providing immediate assistance to walk-in clients, are so incompatible with working in alternate locations that little research was needed to determine their suitability.

The major groups of Headquarters staff well suited for frequent telework are:. Focus group data show that staff from the above groups perform many tasks successfully performed by teleworkers in the private or public sector. For example, many staff spent a great deal of time performing legal research, speaking with colleagues or customers on the telephone, reading and writing e-mails, or drafting documents.

Within some of these groups, there may be a small number of individuals who perform tasks not well suited for frequent telework e. Exhibit 4 shows the type of tasks performed by the major groups of EEOC field office staff and their general suitability for telework. Exhibit 4. In fact, many staff in these positions may be able to successfully telework on a frequent basis.

However, these positions require closer examination before a well-considered decision to telework frequently could be made. For example, our focus groups showed that, generally, secretaries are not well suited for frequent telework because they frequently obtain and process mail, paper files, and other materials. However, because duties of individuals within a position can vary, this does not mean that some secretaries are not currently well suited for frequent telework.

Interviews with senior managers, and focus groups with supervisors and staff, show that Headquarters employees often believe frequent telework has both benefits and drawbacks. Employee views on frequent telework are an important factor in determining the ease and manner in which frequent telework can be implemented.

For example, if the program resulted in long-term poor morale or inefficient working conditions, it could negatively affect overall office performance, thereby devaluing or even negating the effectiveness of frequent telework.

In addition, staff views provide vital information such as opinions about supervising teleworkers for the planning and training that would take place prior to implementing frequent telework. OIG asked the offices for a diversity of telework experiences to be represented in the focus groups. Typically, one or two participants in each focus group teleworked, or had teleworked, at EEOC or for another employer. In addition, some staff incorrectly assumed that under no circumstances because of rules or cost reasons could they be provided with headquarters-equivalent capabilities at their telework location.

Several supervisors stated that frequent telework could not be effective because supervision requires daily visual inspection to ensure staff are working productively. This viewpoint is generally regarded as incorrect. Lack of physical proximity does not, generally, prevent sound supervision. It is also helpful to use project schedules, key milestones, regular status reports, and team reviews. The same OPM guide states that there should not be significant differences in managing the performance of teleworkers and non-teleworkers.

Some staff stated they did not have adequate space in their dwelling, could not concentrate well outside the office, or for other reasons would not consider frequent telework.

The head of the Headquarters employee union stated that those staff represented by the union generally favor increased use of frequent telework. Many managers, supervisors, and staff see substantial benefits for frequent telework.

These benefits include increased ability to focus on certain tasks and reduced stress levels. However, many managers and some staff are also skeptical about staff, and their office as a whole, meeting the needs of customers and stakeholders in a frequent telework environment. Some staff share those concerns and also have concerns regarding office space, collegiality, and management of a frequent telework program.

Several focus groups spent considerable time discussing how frequent telework could impact customer internal and external service. Opinions varied considerably, with some participants stating that frequent telework would allow their office to maintain or improve customer service.

Some staff and supervisors strongly identified with the concept of an individual office with themselves as the only occupant, regardless of how often the office would be occupied. Needs for private conversation and meeting space, and the ability to store paper in a convenient location were two frequently stated opinions to justify individual offices. If the privacy and storage issues could be resolved, some staff, initially objecting to not having a private office, stated their objections could be overcome.

Some stated that if they truly teleworked frequently at least twice per week a private office would not be necessary. Others stated that, if teleworkers could have some control over with whom they would share an office with, their objections could be overcome.

Others stated they would welcome the opportunity to focus on their work while in a telework location, and that collegiality on their non-telework days would be sufficient. Several participants expressed interest in using tools e. Focus group participants and interviewees at all levels expressed mixed views about frequent telework and productivity. Some managers and supervisors stated that as long as frequent telework was a mutual decision, teleworking staff would be as productive as non-teleworkers, because productive staff are productive, regardless of location.

However, many managers and supervisors we met with in focus groups, expressed skepticism about the ability of many individual staff, and the office as a whole, to be as productive in a frequent telework environment. Many comments in this area focused on teleworking staff simply not working as hard away from Headquarters as when in the Headquarters Building. Many staff stated they were concerned that frequent telework would be implemented unfairly and could therefore dampen morale.

Generally, these employees stated that a frequent telework program would need to be carefully structured, planned, and implemented to ensure equity. The necessity of training supervisors and managers in telework issues was stressed by some staff. Many supervisors and senior managers also emphasized the importance of thorough planning to improve the chances for success. In particular, several managers and supervisors emphasized that frequent telework could not succeed unless it is understood that telework is a privilege, not a right.

However, many private sector organizations and some public sector organizations have achieved cost savings in real estate and other categories through telework implementation. Therefore, careful examination of all major costs and savings are essential to determining if EEOC should proceed with a frequent telework program at Headquarters. To document and calculate costs and savings associated with implementing a frequent telework program at Headquarters, the OIG used a cost model reflecting all major costs and savings.

Costs and Benefits – Global Workplace Analytics

Businesses are achieving significant cost savings by implementing a productive telecommuting workforce. In fact, according to the Telework Research Network, nearly 6 out of 10 employers identify cost savings as a notable benefit from telecommuting. Savings come from the obvious elements, including reduced office space costs and technology costs, but also from unlikely cost centers for both the employer and telecommuter. These are just a few of the ways you can save both money and time as well as increase productivity and the quality of your work-life balance by beginning a telecommuting practice today.

Now, experts in modern work trends and sustainability — including perspectives from Cradle2Cradle , MNN and WorkSnug — share their valuable insights with us in our free eBook, including.

To support …. Your email address will not be published. What are the cost savings of telecommuting? Next Stop these 7 non-verbal behaviors that are killing your career. Leave a Reply Cancel reply Your email address will not be published. Privacy Policy.

Telework employment cost model

Telework employment cost model

Telework employment cost model