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Getting the Facts:
9 Myths About Teleworking
© Telework Recruiting, Inc.
www.tele mwww.teleworkrecruiting.com
Introduction
Telecommuting has become a popular work style over the past several
years. Studies have shown its effectiveness for employees and profitability
for businesses. So why aren’t more companies taking advantage of this work
option? Perhaps it’s the negative media images: people working in their
boxers; or lounging by the seaside not getting anything done. Maybe the
recent exposure of various agencies’ gross abuse of teleworking programs is
what makes managers so nervous.
Whatever makes employers so resistant to this growing phenomena, it’s
likely that many of their fears are based on myths. In this presentation
Telework Recruiting addresses several of these common myths and helps
reveal the facts behind them.
Myths
• Teleworkers work in their pajamas
• Teleworkers with children don’t need daycare
• Teleworkers goof around all day
• Teleworking is only for information workers
• Only introverts make good teleworkers
• Teleworking kills collaboration and communication
• Teleworking creates a security risk
• Successful teleworking is the employee’s responsibility
• Interpersonal relationships with teleworkers are unnecessary
Myth 1:Teleworkers work in their pajamas
• Fact: Just like their onsite counterparts, teleworkers have a destination.
That destination may be only twenty feet from their bedroom, but their goal
is the same: to get to work and to complete tasks they are paid to do. To
perform those tasks well takes a particular mindset, one that says, “I am
ready to work and to do my work well.” It is rather difficult to switch to that
mindset when they are still engaged in a routine that just hours earlier
prepared them for bed. But that’s what happens when telecommuters stay
in their pajamas. They do not create clean break from one routine (bedtime)
to the next (work time).
Teleworkers work in their pajamas (Cont.)
To be successful, teleworkers need to adopt a pre-work routine that gets them
geared up for productivity. Rituals as simple as a shower, getting dressed,
straightening up their hair, and perhaps putting on a watch can help workers’
minds switch gears from bedtime to work time. (Which is why sleep experts
suggest evening rituals for those who have difficulty sleeping. Rituals are triggers,
and they work.)
Does this mean teleworkers can never work in pajamas? Of course not. An
occasional Pajama Day can be likened to Casual Fridays at the office, and be a fun
change from a regular routine. But doing it regularly is counter productive. As
Stanford’s Professor Nicolas Bloom stated, “Just because you work at home doesn’t
mean you can’t get dressed.” (1)
Myth 2:Teleworkers with children don’t need daycare.
Fact: Many parents inexperienced in telecommuting see the option to
telework as a relief from the financial burdens of daycare. These same
parents who insist that parenting is one of the hardest jobs on earth (and
it is!), suddenly believe they can parent and efficiently perform a job for
a company all at the same time. Not so. Just as an employer would not
allow staff to regularly bring children to work, so should it be with
telecommuting. Especially with young children or highly dependent
elderly.
Teleworkers with children don’t need daycare (cont.)
The reality is, caring for children and teleworking means doing two jobs
instead of one. And quite often this may preclude handling the job in a
professional manner. This can be a difficult spot for managers who are
sensitive to the needs of single parents. Certainly, these managers
deserve to be lauded, but they would better serve their companies and
staff by having a directory of child care resources on hand to share,
especially if they know it would be beneficial to a large number of
workers in this situation.
Myth 3:Teleworkers goof around all day
Fact: A common concern for managers who are unfamiliar with
telecommuting is that staff will be home watching television, shopping, or
napping on company time. Recent stories in the media highlighting gross
abuse of teleworking by the US Patent Office and other federal agencies
have done little to dispel fears. However, such negative lighting actually
tells a different story: that managers need more education about how to
select teleworkers and manage telecommuting programs.
Teleworkers goof around all day (Cont.)
Most telecommuters work long hours, sometimes burning the midnight oil. In fact,
it has been shown that good workers who are allowed to telecommute actually
become more productive than when onsite. It’s a matter of work ethics. A person
who slacks off at home probably slacked off in the office. Office distractions such
as meetings, coffee breaks, and chatty colleagues, while a hindrance to good
workers, are very good for hiding slackers.
When a manager realizes which employees he/she can trust to do actual work and
not hide behind busy-ness; and when he/she learns to measure productivity by
results or outcome, teleworking can be a rewarding arrangement for both. Says
journalist Robin Medell, “At the heart of every successful telecommuting
arrangement is trust.” (2) When there’s trust, teleworkers can spend their time
actually working, instead of proving they’re working.
Myth 4:Teleworking is only suitable for information workers.
Fact: Thanks in large part to technology teleworking is possible for
professionals in a wide range of fields. The University of Florida’s
telecommuting policy says it best: “As a rule of thumb, if someone can
close their office door for eight hours, without the need for face-to-face
contact, then consider the job for telecommuting. (3)
Teleworking is only suitable for information workers (Cont.)
The real question today is not what type of profession is suitable for
telecommuting, but if an individual company can offer telecommuting based on
their technological capabilities. While call center work is increasingly becoming
home based, not all call centers have the same technological capabilities.
At one time in order for a psychiatrist to work remotely he/she would possibly
have to invite a patient into her/his home. Now, thanks to technology, tele-
psychiatry is commonly used to treat hard-to-reach patients such as prison
inmates, nursing home residents, or those living in extremely remote places.
No longer is teleworking reserved for a select group of professions. With the right
resources, hospitals, call centers, universities, and more can take advantage of
this growing phenomenon.
Myth 5:Only introverts make good teleworkers
Fact: There’s no question that telecommuting can be isolating, which
is why it’s commonly thought of as a good option for introverts, and
also believed that only introverts can be productive teleworkers.
However, while introverts might enjoy environments with less
distractions, those reasons alone do not necessarily make them the
best candidates for teleworking.
Only Introverts make good teleworkers (Cont.)
Rather, there are certain work ethics, which both introverts or extroverts can
have, that help determine if a person will succeed as a telecommuter.
Work practices such as the ability to work independently, reliability, organization,
being a team player, and embracing technology are better success indicators.
Employees who do not need to be micromanaged, who are able to set short- and
long-term goals and follow them, and who are strong communicators can thrive in
a remote environment regardless of personality type. In fact, extroverts who
possess these work skills may perform better in an environment where they aren’t
tempted to constantly socialize.
According to AccelaWork, the introvert/extrovert factor can be used as a
consideration but not the main criterion. Rather, “[w]hen combined with employee
ownership of the work environment and individual workflow, selecting the right
venue for the worker is a true collaborative process. Some people do work better
from home while some work better in a shared office, but everybody works better
when they have genuine engagement, actual authority and a sense of
responsibility.” (4)
Myth 6: Teleworking kills collaboration
and communication
Fact: When executives from giants like Google and Zappos.com emphasize
chance encounters as a way of sparking great ideas, their success is proof that
they know about collaboration. Yet, communication doesn’t happen only
around water coolers or in hallways; nor does collaboration only occur in rooms
full of people around a tables. Technology today enables people to
communicate with each other across the globe. Texting and instant messaging
allow people to spontaneously share ideas almost as quickly as they think them.
Video software enable people from around the world to meet at one time to
share their ideas, data, and progress reports.
Teleworking kills collaboration and communication (Cont.)
In response to Yahoo’s CEO Marissa Mayer’s decision to end
telecommuting in the name of collaboration, Professor Michael Boyer
O’Leary made this remarkable point: “Unplanned communication with
coworkers drops significantly when they're more than 100 feet apart. So
communication between Yahoo! employees on the Sunnyvale campus who
don't sit close together will require deliberate effort (just as it does when
colleagues telecommute).” (5)
Physical presence is not a requirement for spontaneous and creative
communication. Furthermore, telecommuting permits greater forethought
in other types of communications, which may prevent conflicts so typical
in many workplaces
Myth 7: Teleworking creates data security risks
Fact: No longer are company security breaches the result of some
teenager hacking away at his computer. According to Verizon Data Breach
Investigations Report, 97% of these breaches are avoidable. There are
three different groups that cause them: organized criminals, activists,
and people affiliated with the company. Unfortunately, the biggest group
of these breaches are from people affiliated with the company. (6) This is
another reason why trust is a critical factor when choosing an employee
to work from home.
Teleworking creates data security risks (Cont.)
It is not teleworking per se that is the cause of security breaches. A good
employee does not turn hacker because of telecommuting. If breaches
occur in telecommuting situations it is likely that the company did not
provide the necessary firewalls, and other safeguards to prevent them
from happening. If a company provides the same protection to
teleworkers as they do onsite workers then there is no reason to assume
that teleworking will create data security risks.
Myth 8:A teleworker’s success is the employee’s responsibility
Fact: The majority of articles and tips found throughout the internet all focus on
how to be a successful telecommuter. Tips abound on topics from home-office
organization to resisting distractions. Advice regarding communication focuses on
how to keep the boss informed, prove to the boss they’re working, and how to stay
connected to their onsite colleagues. There’s plenty of information--and plenty of
pressure on teleworkers to make telecommuting work.
A teleworker’s success is the employee’s responsibility (Cont.)
The truth is, a telework program rarely fails because good employees inexplicably
turned bad. Firstly, managers must be open to telecommuting. If they are resistant
to a company’s decision to launch a telecommuting program, yet are in charge of
managing telecommuters, this is a recipe for failure. Secondly, telecommuting is a
team effort. According to WorldAtWork’s Rose Stanley, “You cannot just train a
teleworker on how to be a good teleworker. You have to also train the manager
and teach them how to manage by results and you have to train the coworkers how
to communicate and work with teleworkers when they’re not in the office. If you
leave them out you’re destined for problems.” (7)
Writing for CBS’ Money Watch, Kelly Dwyer asserted that in order for any team of
telecommuters to be successful, the individuals who manages them must first be
successful telework leaders. (8) There are certain traits telecommuter managers
need, without which a telecommuting program can fail. Interestingly enough,
many of those traits are similar to the those that help determine an individual’s
success at teleworking. It is not enough to go along with the idea of
telecommuting, and then equip teleworkers with the latest technology. Successful
managers of telecommuters lead by example.
Myth 9:Interpersonal relationships for teleworkers is unnecessary.
Fact: Too often managers assume that the option to telecommute is so
gratifying to employees that they don’t need to worry about other needs
they might have. However, remote employees have the same needs as
onsite staff: the need for community, recognition, and support. (9) A
manager trained in telecommuting management will take steps to ensure
remote workers don’t fall through the cracks.
Interpersonal relationships for teleworkers is unnecessary (Cont.)
At the top of the list should be effective communication. This requires knowing the
right amount of communication. For example, having employee blogs and
newsletters that staff can read at their leisure can be instrumental. However, if
management or onsite staff do all the talking it will be viewed as a one-way street;
and if all the content is focused on onsite events and staff, remote workers will
quickly become disenchanted. The blog and newsletter should be used as tools to
help co-workers build relationships and to foster dialogue. This will also help prevent
a “we vs. them” attitude that is easy to develop between onsite and remote staff.
Building community with a distributed workforce might seem an impossible feat.
Should a company even bother to invite employees to an event when they live
hundreds or even thousands of miles away? The answer is “Yes”. Although remote
staff should never be expected to attend, at no time should managers ever exclude
them from anything onsite employees are welcome to. In fact, managers should do
whatever is reasonable within their resources to include their remote workers.
Interpersonal relationships for teleworkers is unnecessary (Cont.)
ICUC Moderation in Manitoba, Canada offers a stellar example of how to embrace
remote workers’ need for community. ICUC decided to order pizza for an upcoming
leadership session. The fact that their team of 22 was scattered across eighteen
cities didn’t stop them. They ordered pizzas from wherever their staff was located
and had them delivered in time for each person to sit in front of their computers for
their meeting and enjoy their pizzas together. (10) Management didn’t just
acknowledge their remote staff’s need for community, they creatively acted on it--
setting an example to their team at the same time.
Takeaways• Successful teleworkers develop rituals to prepare their mindsets for
work. This includes getting dressed.
• Taking care of children while working is doing two jobs at the same
time. Neither will get the proper attention required. Teleworking is
not a substitute for daycare.
• Teleworkers, when properly chosen, are highly productive. Managers
should not micromanage them. Teleworking requires a “trust-but-
verify outlook on the part of the supervisor. (11)
•Technology has levelled the playing field for teleworking. Companies
in nearly any industry can take advantage of what telecommuting has
to offer.
Takeaways (Cont.)
• Work ethic, not personality type, is the best indicator of a
teleworker’s ability to work remotely. Extroverts can easily use
technology to fulfill their social needs and still be productive.
•Collaboration is not killed by teleworking. Spontaneity isn’t that
affected, either. Proper use of technology, efficient timing, and
encouraging communication will allow for effective collaboration.
•Security breaches that occur are usually from affiliates within a
company. Trustworthy employees, along with proper safety
precautions from the company, can ensure that information is kept
out of harm’s way when accessed from an employee’s home.
Takeaways (Cont.)
• Responsibility for a teleworker’s success starts at the top. Managers
must embrace it and should be trained for it. Onsite staff should also
be taught how to work with remote workers. Managers must lead by
example.
• Remote workers have the same needs as onsite staff: to be a part of
something, to be recognized, to be heard, and to be valued. Managers
need to be creative with their resources and ensure remote staff don’t
feel forgotten.
References and resources used in this presentation:
1 “To Raise Productivity, Let More Employees Work from home”, The Harvard Business Review, Nicolas Bloom,
https://hbr.org/2014/01/to-raise-productivity-let-more-employees-work-from-home/ar/1
2 “Four Ways to Let Your Boss Know You’re Working Without Working Around the Clock”, Robin Madell,
http://career-intelligence.com/tips-telecommuters/
3 “A Telecommuting Guide for Managers and Employers”, University of North Florida,
http://www.unf.edu/uploadedfiles/president/hr/resources/telecommunting_guide.pdf
4 “Remote Work Week: Qualifications and Personality Types”, AccelaWork,
http://www.accelawork.com/telecommuting-personality/
5 “Telecommuting Can Boost Productivity and Job Performance”, Michael Boyer O’Leary,
http://www.usnews.com/opinion/articles/2013/03/15/telecommuting-can-boost-productivity-and-job-
performance
6 “Cyber-Attacks: Keeping Your Company’s Financial Information Secure”, Tim Garrison,
http://www.thecontrollershipgroup.com/2014/05/cyber-attacks-keeping-your-companys-financial-information-
secure-part-1/
7 “Developing Training”, Ericka Chickowski, http://www.baselinemag.com/c/a/IT-Management/Telework-
Tips-4-Strategies-for-Leading-Remote-Workers/1/
8 “How To Manage Employees In Remote Locations”, Kelly Dwyer, http://www.cbsnews.com/news/how-to-
manage-employees-in-remote-locations/
9 “How to Keep Your Remote Workers Close”, Pamela La Gioia, http://theundercoverrecruiter.com/keep-
remote-workers-close/
10 “How to Arrange A Surprise Lunch Delivery for 22 Employees In 18 Cities”, Nicole Van Santen,
http://blog.icucmoderation.com/blog/how-to-arrange-a-surprise-lunch-delivery-for-22-employees-in-18-cities
11 “Telecommuting Likely To Grow, Despite High-Profile Defections”, Dinah Wisenberg Brin,
References and resources used in this presentation (Cont.)
CIO, “Six Strategies for Managing Telecommuters”,
http://www.cio.com/article/2422138/leadership-management/six-strategies-for-managing-
telecommuters.html
FCW: The Business of Federal Technology, “How To Be A Telework Winner”,
http://fcw.com/articles/2011/11/28/how-to-be-a-telework-winner.aspx
Make A Living Writing, http://www.makealivingwriting.com/dream-freelancers-working-pjs-
total-b-s/
Telogis, “5 Ways to Effectively Manage Remote Workers”, http://www.telogis.com/blog/5-
ways-effectively-manage-remote-workers
The Telegraph, “How To Manage Remote Employees”,
http://www.telegraph.co.uk/finance/festival-of-business/10473118/SME-Masterclass-How-to-
manage-remote-employees.html
Virginia.gov, http://www.teleworkva.org/forTeleworkers/faq.aspx
About Telework Recruiting, Inc.
Telework Recruiting, Inc. is the leading service for professionals seeking telecommuting career
options. Established in 1999, Telework Recruiting, Inc. has been widely featured in top media, such
as Fortune, CNN, USAToday, Fiscal Times, Working Mother, The Wall Street Journal, Fox News,
and many more.
About Barton Robertson
Barton Robertson is the Director of Education at
Telework Recruiting, Inc. He has been has been in
adult education for nearly 20 years. He freelances
with Kaplan Professional Schools, and is also an
expert in environmental issues. As a sought-after
consultant, Mr. Robertson has experience leading
seminars and workshops of all sizes, and currently
teaches businesses how to manage telework
programs and train their staff to effectively work
from home.
About Pamela La Gioia
Pamela La Gioia is the Founder/CEO of Telework
Recruiting, Inc. She has been researching and writing
about telecommuting issues since the early 1990s.
Previously a psychiatric counselor, Ms. La Gioia created
her first website in 1993 to help women obtain home-
based employment. In 1999, she founded Telework
Recruiting, Inc. to focus on professionals who needed help
finding telework, and to assist companies who were
looking for individuals who were skilled in effectively
working from home. Several year later, she broadened the
scope of her services to include education to help small- to
medium-sized firms develop telework programs and train
their staff in successful telecommuting.
