Telecommuting: 10 Issues to Consider

Credit Union Magazine
October 15, 2004

Telecommuting can solve a wide range of problems for credit unions strapped for space or struggling to recruit or retain employees for hard-to-fill positions, according to "Telecommuting," a white paper published by the CUNA Technology Council (www.cunatechnologycouncil.org). The practice can help credit unions meet multiple goals:

· Retain exemplary employees who relocate to another city or state · Retain exemplary employees who need or want to spend more time at home · Recruit employees from a wider geographical area · Reduce the need for office space · Improve productivity · Provide flexibility for on-call employees · Contribute toward socially desirable goals, such as reducing air pollution and traffic gridlock

But first it's important to spell out telecommuting-related issues in written policies. Such policies may cover a wide range of issues, including:

1. Work schedule. Do employees need to work on a set schedule, or can they set their own hours? Specify this as part of the telecommuting agreement.

2. Workplace safety. Under the Labor Department's Occupational Safety & Health Administration, the credit union is responsible for providing a safe work environment, even if that environment is located in the employee's home. Most credit unions meet this standard by specifying the type of environment the employee must provide to qualify for telecommuting. Plus, some organizations require employees to sign written guidelines regarding workplace safety and equipment use. Workmen's compensation insurance carriers often can supply guidelines and information.

Some credit unions schedule initial home visits to review the employee's office area for safety compliance.

1. Child or family care. Emphasize that telecommuting isn't a substitute for child care. Specify that employees must make arrangements for the care of children under age 12 and for elderly residents so the telecommuter can work uninterrupted.

2. Telecommuting location. The telecommuter should have a separate room for work. In some cases, the credit union may suggest ways to minimize interruptions and maintain a clean, quiet office.

3. Security and confidentiality. Emphasize the need for information security and spell out practices that help telecommuters protect members' confidentiality and privacy.

4. Expense guide. Specify what expenses the credit union will cover, both when establishing telecommuting and on a continuing basis. For example, the credit union would pay for a high-speed Internet connection if that's required.

5. Equipment. Credit unions typically provide electronic equipment, including computers and fax machines, and often restrict the use of these items to credit union business. Require electronic equipment to be returned when the telecommuter's employment ends.

6. Work assignments. Define the nature of the employee's work, including continuous duties, special assignments, and requirements for periodic office visits. This is especially important if the employee's work assignments have changed as a result of telecommuting. Also, make the employee aware of requirements that are unchanged by telecommuting.

7. Member relations. Some credit unions specify that members must remain unaware that the employee is working at home. This often meshes with other guidelines designed to maintain a professional office, such as telecommuting locations and child-care arrangements.

8. Miscellaneous issues. Consider advising employees about miscellaneous issues related to telecommuting, such as income tax implications for home-based employees.

Reprinted with permission from www.creditunionmagazine.com.