CONTROLLING

The Controlling attribute of management includes communications, decision making, organizational culture, and motivation and reward. These skill sets require the manager to monitor performance, compare the actual results to objectives, and take corrective action as necessary to achieve the desired results. When many of the resources are no longer in the traditional office environment, new techniques may need to be employed by the virtual office manager to perform these management functions.

The controlling function of management is viewed by many corporations as the primary duty of a manager. Often rewards and incentives are based on factors related to the controlling function.

Keeping the supervisor informed (4.1)

One of the important aspects of communications involves the telecommuter informing management of their accomplishments and any issues requiring management's attention. In the traditional office, much of this communication occurs informally. However, the opportunities for information exchange are reduced and somewhat restricted in the virtual office. Therefore, the managers of telecommuters must give special consideration to how this communication process can take place as efficiently and effectively as possible.

Some of the techniques that a manager might consider include:

1 Require attendance at all meetings in person or by conference (e.g., telephone or video), with reports from the telecommuter.

2 Establish a weekly report to communicate progress, problems, and plans.

3 Establish regular "in office days" so the organization knows when to expect the employee.

4 Monitor progress against objectives.

5 Hold "off-site" meetings in which all employees share plans, accomplishments and information.

6 Use a pre-established timeline and task matrix to compare progress on a regular basis.

1	Require attendance at all meetings in person or by conference (e.g., telephone or video), with reports from the telecommuter.
2	Establish a weekly report to communicate progress, problems, and plans.
3	Establish regular "in office days" so the organization knows when to expect the employee.
4	Monitor progress against objectives.
5	Hold "off-site" meetings in which all employees share plans, accomplishments and information.
6	Use a pre-established timeline and task matrix to compare progress on a regular basis.

Discussion

Managers of telecommuters prefer several of these techniques. Establishing regular days for the telecommuter to work in the office is considered essential to maintain effective communications. This helps maintain some of the informal communications and provides an opportunity for the employee to communicate achievements to others face-to-face. Managers feel that there is no substitute for personal discussion to supplement electronic information.

Two other techniques almost equally important in the eyes of the managers are implementing weekly status reports and monitoring progress against the objectives established for the employee. Both of these methods provide a formal process for communications that can be used to supplement the communications that takes place on the telecommuter's scheduled "in office days." By establishing intermediate periods to determine progress on a recurring basis, managers are in a position to provide the appropriate guidance and direction that subordinates need and expect.

Ensuring effective communications (4.2)

In addition to establishing regular intervals for communicating with the telecommuter, the manager must be concerned with making sure that the telecommuter can communicate effectively. With limited opportunities and methods for communicating, the telecommuter must be able to capitalize on the opportunities and be familiar and effective with the methods of communication available.

Some of the ways that the manager might assist the telecommuter communicate effectively include:

1 Teach all team members when to use various communication technologies, such as when one communication technology is more effective.

2 Teach all team members how to communicate during conference calls, video conferences, E-mail, or voice mail.

3 Use technology to replace the "water cooler" informal communication (e.g., bulletin boards, electronic newsgroups, video conferencing).

1	Teach all team members when to use various communication technologies, such as when one communication technology is more effective.
2	Teach all team members how to communicate during conference calls, video conferences, E-mail, or voice mail.
3	Use technology to replace the "water cooler" informal communication (e.g., bulletin boards, electronic newsgroups, video conferencing).

Discussion

Managers of telecommuters feel that the key to helping telecommuters effectively communicate is to teach all of their team members how to communicate on conference calls and video conferences and via voice and electronic mail. By teaching all team members, everyone in the organization is familiar with the appropriate mediums for communicating and they can assist and coach one another when necessary. Often, people need to understand what the expectations and requirements are for when and how to use these different options. Stating the policies to be used by all team members eliminates any uncertainties and allows the team members to focus on the content of their communications. By providing clear and concise guidelines concerning the expected frequency of communications, what types of communications are expected when, and the desired format and content, the managers will avoid being inundated with unnecessary information and productivity can be enhanced for the entire work group. It also is an effective means of contributing to the development of the team members' oral and written communications skills.

Conveying organizational culture and policies (4.3)

The concept of corporate culture, morals, and ethics is as important to the management of an organization as its strategy and structure. This culture, along with its policies and values, must constantly be communicated to the members of the organization. When alternate work environments and virtual teams are used the task of conveying the corporate culture becomes more complicated.

1 Require all telecommuters to attend orientation sessions on corporate policies and rules.

2 Schedule meetings to review and discuss the organization's vision and culture.

3 Provide electronic access to policies, strategy documents, corporate memos, and information exchange.

4 Ensure performance objectives include goals in support of organizational objectives and goals.

5 Ensure that telecommuters are notified promptly of changes to the culture and vision.

6 Restrict telecommuting opportunities to employees who have already been enculturated by the company (i.e., no new hires).

1	Require all telecommuters to attend orientation sessions on corporate policies and rules.
2	Schedule meetings to review and discuss the organization's vision and culture.
3	Provide electronic access to policies, strategy documents, corporate memos, and information exchange.
4	Ensure performance objectives include goals in support of organizational objectives and goals.
5	Ensure that telecommuters are notified promptly of changes to the culture and vision.
6	Restrict telecommuting opportunities to employees who have already been enculturated by the company (i.e., no new hires).

Discussion

Managers agreed that the inclusion of corporate goals and policies in the employees' performance objectives was the best approach to conveying corporate culture. Most managers are required to work with employees in creating performance goals on a regular basis. This provides an opportunity for the supervisor to convey priorities, values, and ethics to the employee. Through continual exposure and review of these critical elements of culture, telecommuting employees will learn what the organization's culture is. For example, if the corporate culture is to ensure all employees meet a certain educational level, then each employee's performance objectives should include specific goals toward continuing education. The manager's role would be to review and coach employees in obtaining their personal performance goals. This process allows for the discussion and conveyance of the value of education in the corporate culture.

Managers also indicated that solutions #2 and #3 were important in ensuring the continual transfer of corporate values. Many organizations now provide electronic access to all important policies and strategic documents, which convey the organization's espoused values. Additionally, organizations will schedule specific meetings to review and discuss the organization's vision and culture. The key in both of these solutions is the constant communication of the organization's primary cultural components to the employee.

Implementing reviews and rewards (4.4)

Managers must effectively control the performance of individuals in the work group to ensure the overall success of the organization. Determining how telecommuting should be implemented and managed to ensure that the telecommuter's contribution adds value to the overall performance of the team is a decision which requires careful analysis. Managers should give consideration to the following, when implementing individual performance reviews and rewards that include telecommuters:

1 Only workers with satisfactory performance, necessary skills, and qualified job positions can participate in the program.

2 Set performance standards with a team comprised of all functional areas, and reward based on achievements.

3 Establish objectives jointly, challenge the employee, and reward based on achievement.

4 Help telecommuters set and recognize their own "rewards" for completing tasks (coffee breaks, exercise break, reading time).

1	Only workers with satisfactory performance, necessary skills, and qualified job positions can participate in the program.
2	Set performance standards with a team comprised of all functional areas, and reward based on achievements.
3	Establish objectives jointly, challenge the employee, and reward based on achievement.
4	Help telecommuters set and recognize their own "rewards" for completing tasks (coffee breaks, exercise break, reading time).

Discussion

Managers of telecommuters feel strongly that only workers with satisfactory performance, adequate skills, and in a suitable position should participate in a telecommuting program. They consider these attributes to be prerequisites which ensure that the program can provide benefits to both the individual and the company. When this criteria is not met, the opportunity for failure is significantly increased and does not warrant the risk to the business.

A second recommendation from the managers is to establish challenging objectives jointly and then reward the telecommuter based on their achievement. Using this approach, the manager can ensure buy-in and commitment from the employee both before and during the period of performance. This joint development of goals allows the manager to reward for achievements that enhance the overall performance of the team. This helps to ensure that the telecommuting program truly adds value to the organization and the individual.

Modifying supervision style to accommodate telecommuters (4.5)

Rules about the office and work are changing, presenting new challenges such as how to manage people when they are physically "out of sight." With the acceptance of alternate work environments into the corporate structure, managers must forsake traditional "eyeball management" and learn to evaluate work based on performance and productivity. Management's role will have to shift from a "steamroller" approach in which employees are told how to do work, to a "snowplow" approach in which the manager becomes the facilitator and enabler of work.

The greatest threat to making this management paradigm shift is the corporate culture that exists in most companies. The culture must support a management style which emphasizes managing by results rather than by watching work being performed. Not only will this new management style help enable the management of telecommuters, it will have positive results on the in-office work force, as well.

Several solutions have been applied to help managers modify their supervision style to accommodate telecommuting. The following solutions can help facilitate this change:

1 Evolve from a "supervisor" to a participatory leader who provides help, sets goals, plans work, and guides work via phone, fax and E-mail.

2 Supervisors learn to manage by results, not by overseeing the work.

3 Have supervisors work at home one day a week to obtain first hand experience in telecommuting.

4 Attendance at mandatory workshops on supervising telecommuters prior to being assigned management of telecommuters.

1	Evolve from a "supervisor" to a participatory leader who provides help, sets goals, plans work, and guides work via phone, fax and E-mail.
2	Supervisors learn to manage by results, not by overseeing the work.
3	Have supervisors work at home one day a week to obtain first hand experience in telecommuting.
4	Attendance at mandatory workshops on supervising telecommuters prior to being assigned management of telecommuters.

Discussion

Managers who were surveyed preferred the first two solutions because they involved a shift in thinking about the manager's role and culture. The first solution involves a shift from being a supervisor who controls the work being performed to a facilitator who provides help, assistance, and planning through electronic mediums. An example of this would be a manager who used the management-by-walking-around style to provide feedback, coaching, and assistance who learned to communicate using electronic mail and telephone messages to provide guidance and feedback to a dispersed group of employees.

The second solution preferred by managers was to have supervisors learn to manage and control work through results, rather than by viewing work being performed. An example of this would be a manager who physically monitored a creative process such as graphic art creation to determine the quality of employee performance. These employees could be dispersed and the supervisor, through a shift in management style, could learn to review work in progress, schedules, and costs to determine employee performance.

The president of Great Plains Software had to change his management style when faced with the potential loss of one of his key employees. This employee had been happily employed for two years when, because of her husband, they were required to move to another town. The president, realizing that there might be a way to avoid losing a key employee, decided to change his management style and utilize telecommuting and management by objectives to retain this employee. He reports he had to change his thinking from "keeping tabs on people from 9 to 5, to the quality of output. You must have strong, implicit trust in the employee and be confident they can have self discipline when at home." Not only did he have to change the way he managed, but he had to work hard to overcome the limitations of electronic contact.

Ensuring a balance between the telecommuter's professional and personal life (4.6)

All forms of work style have potential for negative or dangerous forms of implementation. Telecommuting is generally used to balance work with personal parts of one's life, or to balance group work with creative or intense tasks that require quiet and dedicated time. Because people who succeed as telecommuters are usually self motivated and conscientious employees they have a tendency to overwork. There is also the problem of employees who are not self disciplined and let the personal distractions around them get in the way of accomplishing their tasks. The manager must help the telecommuter strike a balance between professional and personal life in order to be successful in both areas.

The following alternatives have been used to provide assistance in balancing the telecommuter's time:

1 Have the telecommuter establish a specific work space that creates both physical and mental boundaries (physical office space, regular hours, rules for family interruptions).

2 Establish guidelines for regular communications and feedback with the telecommuter to sample the amount of time being spent on work.

3 Require that the telecommuter routinely works in the office and routinely takes time off.

4 Document a thorough job description which includes schedule and measurable tasks.

1	Have the telecommuter establish a specific work space that creates both physical and mental boundaries (physical office space, regular hours, rules for family interruptions).
2	Establish guidelines for regular communications and feedback with the telecommuter to sample the amount of time being spent on work.
3	Require that the telecommuter routinely works in the office and routinely takes time off.
4	Document a thorough job description which includes schedule and measurable tasks.

Discussion

In a traditional office environment there is structure to the work-routines to structure starting, stopping, meetings, lunch, breaks, and most of the common activities of work. This same set of routines is not commonly found in the alternate work environment, such as the home. Because many telecommuters do not know when to stop an activity or that more hours doesn't always equal better output, the preferred management approach is to help the telecommuter establish specific "boundaries" which separate personal and professional life.

Managers prefer to have employees set aside physical work space and set specific hours and firm guidelines to regulate the balance between the two environments. Some managers require telecommuters to have a separate office in their home and to sign a contract with their family that sets rules of order and schedule so everyone in the home understands what is expected. Additionally, these schedules and expectations are also shared with co-workers to avoid calls during "personal" hours.

All of the alternatives listed have in common the goal of protecting the telecommuter from overwork. Because technology allows work to be done 24 hours a day, there is a potential for "white collar assembly lines". Agreements and the definition of measurable tasks helps reduce the potential for electronic sweatshops.

A second alternative used by managers to help balance the telecommuter's time is to establish regular communications and feedback to sample time and quality of work performed. This solution protects against a telecommuter who is easily distracted and may not have the self motivation necessary to complete work on their own. One example of this approach is to have the telecommuter e-mail, fax, or phone in a daily progress sheet at the end of their work period. This sheet may contain both schedule information, accomplishments, problems, and plans. The manager then must respond before the end of the next work period, giving both positive and negative feedback.

To report problems and suggestions for improvement:

E-Mail to Bruce McGraw <bruce.mcgraw@cogtechinc.com>

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