In addition, the operational component of a telework policy should: go further, the most efficient mobile offices I have seen are those where managers not only promote the idea of telecommuting, but also set an example and also establish a specific timetable for telecommuting. According to the 2013 congressional report, 76 percent of response agencies said in 2012 that they had implemented a policy that complied with the requirements of the law. Internal review processes and unresolved political issues have led some agencies to strive to adopt law-a-law telework policies. For each agency wishing to resume or strengthen its telework policy, two main objectives should be taken into account: a worker can apply for a telework agreement, either orally or in writing (for example. B when an employee uses his or her supervisor to participate in situational telework to carry out a specific home project); This assumes, however, that each employee has already successfully completed telework training and has a written telework agreement. This is particularly important for any worker who anticipates the choice of an “unscheduled telework” after the dismissal and closure procedures. The agreement should be time-limited and make it clear that the organization can terminate the agreement at any time. With regard to the operation of programs, the telework policy should describe the guidelines for telework agreements, including: while agencies can offer their own telework training program to employees, OPM has proposed and will continue to offer basic telework training modules (Telework 101) to employees and executives. If necessary, OPM checks these modules to update information and improve the format and learning experience for participants. Special training for executives is also provided through OPM`s Eastern and Western Management Development Centre. Many agency policies and collective agreements currently describe specific requirements for the telework agreement or provide employees and executives with draft contracts. After staff have telemaged for a given period (as described in the agreement), there should be a process for assessing the employee`s performance during that period. The report addresses the requirements of the law.

It contains different types of information important to understand the progress made in agencytelework programs, information that not only assesses the state of federal telework, but also provides important sources of inter-institutional learning and performance calibration. Content includes: The law makes a clear distinction between “right” and “participation.” In order to participate in telework, a staff member must first be considered eligible. Start by setting criteria for jobs eligible for telecommuting. The law requires that all teleworkers have a written agreement (whether telework is regular and regular or situational). The written agreement is reached “between an agency manager and an employee authorized to telework… describes the specific labour agreement that has been reached; and is mandatory for any staff member to participate in telework. It is important to remember that the law requires a worker to successfully complete distance-work training before a written agreement and telework can be reached. After months – or even years – of advice and back and forth with staff, you have decided to allow telework in your office. But where do you start? Do you let people work from home by chance? How does everyone know what is expected of them? Are there any guidelines that employees should follow? And how can you balance the needs of the office and ensure that the spirit of the telework program is understood and monitored? A big part of implementing a telework agreement for your office is to reassess how you work and what you really need to do your job.