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Letters Supporting Alternate Work Scheduling
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Telework is a flexible work arrangement where selected employees work one or
more days a week from their home or at a site near the home instead of
physically traveling to a central workplace.
There are many myths and misconceptions about telecommuting and telework. Many of these present unnecessary barriers to offices that could effectively benefit from a more flexible workplace. Additionally, alternate work scheduling, such as working four, ten-hour days instead of five, eight-hour work days, can reduce an individual employees work travel impact by 20%. Flexible work scheduling, such as working from 7:00 AM through 4:00, helps distribute work travel over a wider range of time and relieves traffic congestion. Sure, there are challenges but when approached with the knowledge of what lies ahead and a solid, formal plan you can ensure your telework program is a success! |
MYTH: Teleworking is just for computer programmers and other technical people.
REALITY: Teleworking is a world of accountants, writers, analysts, program officers, research staff, consultants and many more.
MYTH: Teleworkers only work offsite with no time in the office.
REALITY: Cost and employee benefits are realized even by letting employees work from home even 1 or 2 days a week. Almost all teleworkers work from home only a few hours or days a week, although some jobs are more "telecommutable" than others. Office time will vary with projects or job tasks.
MYTH: Teleworking means working at home.
REALITY - Home is only one possible workplace.
The power of teleworking is that YOU CAN WORK FROM ANYWHERE! No matter where you are . . . a satellite office, client’s offices, hotels, airports, neighborhood work centers, your boat or even at your favorite getaway!
MYTH: Technology challenges are the biggest challenges of teleworking .
REALITY - There exists accessable and affordable technology within state government. The technical obstacles are easier to overcome than ever before. Human resource management and interpersonal changes are the challenges most managers overlook which causes them to create ineffective teleworking programs.
MYTH: You won't be able to reach a teleworkr during a time of crisis.
REALITY - Technology today has made that an issue of the past. Affordable pagers, cell phones and e-mail make the ability to contact someone easier and quicker than ever before. Teleworkers can easily report when they start and stop work too!
MYTH: Teleworking only benefits the employee.
REALITY - Creating a more flexible work environment through teleworking is one of the few business solutions that truly creates a win-win situation for both the employee and employer.
Most often the employer reaps the benefit of increased employee productivity along with a stronger ability to attract and retain valuable employees.
MYTH: If you let a few employees telework then all your employees will want to telework.
REALITY - Not every job or person is suited for teleworking. Many if not most people prefer the office environment.
Dear Director:
As you know, the Try Another Way State Employees task force (TAWSE) was established in March 1994 under Gubernatorial Executive Order 6-94. The TAWSE mission is to inspire state employees to be more efficient in their work day travel by promoting and facilitating walking, biking, car pooling, van pooling, and using public transportation.
Accompaning this letter you will find a copy of a letter for distribution to the Division Administrators for your Department. The purpose of this letter is to encourage increased use of alternate work scheduling and flexible work scheduling for your employees where possible. Alternate work scheduling, such as working 4 ten hour days instead of 5 eight hour work days, can reduce an individual employees work travel impact by 20%. Flexible work scheduling, such as working from 7:00 AM through 4:00, helps distribute work travel over a wider range of time and relieves traffic congestion. Both of these options are allowable contingent on maintaining adequate staff coverage from 8:00 a.m. to 5:00 p.m, (2-16-117, MCA). The Montana Operations Manual provides clear policy for the use of alternate work schedules, (3-0220 MOM). The use of flexible work scheduling is currently at the discretion of the individual agency and is commonly employed in many departments.
Recently, the city of Helena petitioned Governor Racicot to request his "support and cooperation in promoting ways for the Helena based state employees to reduce the impact of their traveling to work.... through the use of alternate work scheduling and flexible work scheduling. ... (T)he City of Helena is continually challenged with the responsibility for supporting safe, efficient and well maintained streets and parking. The big city issues of traffic congestion and air quality degradation are now very real Helena, Montana issues. With over 4,000 Helena based employees, the State of Montana is the largest employer in the area. The City of Helena, has estimated that the cost of maintaining Helena’s streets at $1 million, its annual rebuild program at $.5 million and its 50-year replacement program at $5 million per year. The distribution of state employees work day travel has a significant impact on these costs."
Please provide each of your Division Administrators with a copy of the attached letter and encourage them to examine if alternate work scheduling and/or flexible work scheduling can be offered to more of your employees. Thank you for your attention and consideration of this effort. Please feel free to contact me, should you have any questions with regard to this request or any other assistance TAWSE may offer.
Sincerely,
NAME, Committee Member
Try Another Way State Employees
Letter to the Administrators:
Dear Administrator:
The Try Another Way State Employees task force (TAWSE) was established in March 1994 under Gubernatorial Executive Order 6-94. The TAWSE mission is to inspire state employees to be more efficient in their work day travel by promoting and facilitating walking, biking, car pooling, van pooling, and using public transportation. TAWSE has promoted alternative travel events such as last summers Bike to Work Incentive Program, and has worked to establish a state sponsored van pool program among many other worthwhile efforts. Alternative travel such as biking or walking, offers many benefits to individuals and to the community by promoting better health, cleaner air, reduced consumption of resources and lower impact on streets and traffic congestion.
One way of helping to accomplish these very positive effects for our community is through the use of alternate work scheduling and flexible work scheduling. Alternate work scheduling, such as working 4 ten hour days instead of 5 eight hour work days, can reduce an individual employees work travel impact by 20%. Flexible work scheduling, such as working from 7:00 AM through 4:00, helps distribute work travel over a wider range of time and relieves traffic congestion. Both of these options are allowable contingent on maintaining adequate staff coverage from 8:00 a.m. to 5:00 p.m, (2-16-117, MCA). The Montana Operations Manual provides clear policy for the use of alternate work schedules, (3-0220 MOM). The use of flexible work scheduling is currently at the discretion of the individual agency and is commonly employed in many departments.
Recently, the city of Helena petitioned Governor Racicot to request his "support and cooperation in promoting ways for the Helena based state employees to reduce the impact of their traveling to work.... through the use of alternate work scheduling and flexible work scheduling. ... (T)he City of Helena is continually challenged with the responsibility for supporting safe, efficient and well maintained streets and parking. The big city issues of traffic congestion and air quality degradation are now very real Helena, Montana issues. With over 4,000 Helena based employees, the State of Montana is the largest employer in the area. The City of Helena, has estimated that the cost of maintaining Helena’s streets at $1 million, its annual rebuild program at $.5 million and its 50-year replacement program at $5 million per year. The distribution of state employees work day travel has a significant impact on these costs."
Please take a moment of your time to examine whether alternate work scheduling and/or flexible work scheduling can be offered to more of your employees. Help keep Helena the Queen City of the Rockies.
Sincerely,
NAME, Committee Member
Try Another Way State Employees
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