United States General Services Administration

Interagency Telework Issues Working Group Subcommittee DRAFT Reports

United States Office of Personnel Management

(Revised May 10)

Existing Arrangements

Under current guidance from OPM, the performance standards for telecommuting employees should be results-oriented and should describe the quan tity and quality of expected work products and the method of evaluation. Generally, supervisors will use the same measures for telework employees as for those performing similar tasks in the office setting.

In several HHS operating divisions (FDA, HRSA), guidelines state that employees must have a fully successful rating or higher. The performance standards for employees participating in this program must be consistent with those used for employees who perform the same or similar tasks at the official duty station

At the Ames Research Center, their guidelines state that the critical elements and performance standards must have clearly defined performance requirements that are measurable and results oriented. Explicit and objective "norms" for work output should be based on experience with those required and sustained in the office and monitored through scheduled progress reports.

For Fairfax County Government, employees are held to the same or similar standards as employees working at the work site.

Areas of Concern with Existing Arrangements

Ensuring that employees who are assigned to similar positions are being evaluated using the same performance standards regardless of where the work is performed

Ensuring that performance or morale of those employees in the office setting are not adversely impacted by those teleworking

Having different eligibility criteria for employee on pass/fail program than multi-level program

Supervisors not allowing employees with only satisfactory ratings (multi-level program) to telework

Existing Flexibilities

In GSA's operating guidance for telecommuting centers, it is suggested that agencies should establish methods for evaluating work performed at the alternative worksite; this should include progress reporting and/or other procedures to facilitate employee-supervisor communication. In Title 5 USC, Section 4302(a) (2), employee participation is encouraged in development of performance standards. Critical elements and performance standards for telework employees should generally mirror traditional standards, and only make adjustments for unique circumstances encountered. Performance should be evaluated according to existing quantity and quality expectations; existing expectations monitored through periodic progress reports; and other appropriate measures, such as timely completion of high quality products.

In Department of Justice's Telecommuting Program Fact Sheet, some helpful tips were provided in identifying employees, managers, and positions to ensure a successful telework arrangement. Some of these tips are outlined below as they relate to performance management:

Employee

The employee has demonstrated self-motivation, independence, and dependability in accomplishing work assignments; overall performance evaluations are fully successful or higher; clearly defined performance standards; history of reliable and responsible performance of duties; and does not require close supervision or constant, face-to-face interaction with co-workers to complete assignments.

Manager

The manager should be comfortable with evaluating work performance in a manner compatible with telecommuting conditions such as measuring performance by results without daily, direct observation; an effective communicator to define clearly tasks and expectations; and supportive of the concept and willing to work through minor problems and obstacles.

Position

Specific work activities are portable and can be performed as effectively outside the office; performance can be judged either through quality and timeliness of assignment or quantity of tasks completed or a combination of these factors; and face-to-face contact with other employees and clients can be managed through telephone or e-mail.

Possible New Approaches

Expand telework options to employees who may have a less than fully successful rating. The privilege

Ensure telework employees receive same recognition as other employees

Educate managers/supervisors/employees on telework

Add availability of telework to vacancy announcements

Recommendations

• We recommend that OPM emphasize in their guidance to top level management, managers and supervisors that there is no difference in managing their employees in a traditional work site than an employee at a remote location. The same performance management is used in both environments (i.e., planning the work, setting expectations, monitoring performance and recognizing employees).
• We recommend that top level management, managers and supervisors be educated on managing their employees regardless of their physical location, with some additional emphasis on teleworkers (i.e., communication via telephone and e-mail rather than visually, arranging meetings that allow the teleworker to be connected via telephone, etc.).
• We recommend that OPM modify the current guidance to state it is an agencys discretion to establish the minimum requirements for eligibility, to include the performance rating; and, eliminate the current requirement for a fully successful or equal depending on the agency rating plan.
• We recommend agencies have an ongoing campaign to market telework within agencies by showing that employees' performance generally does not decline and share success stories that organizations continue to meet their goals and objectives.

References

http://www.opm.gov/wrkfam/telecomm/policies.htm
http://policyworks.gov/org/main/mp/library/policydocs/manual5.htm
http://hydra.gsa.gov/pbs/owi/manual6.htm
http://www.usdoj.gov/jmd/ps/telecommuting-prg.htm
http://www.mwcog/org/commuter/telresctr.html

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