COMMUTER PROGRAMS
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TELEWORK CASE STUDIES
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Telework Case StudiesU.S. Postal Service Office of Inspector General (OIG) The U.S. Postal Service Office of Inspector General (OIG), an independent agency within the Postal Service, employs more than 1,100 auditors, investigators, and professional support staff located in more than 90 offices nationwide. The OIG plays a key role in maintaining the integrity and accountability of America’s postal service, its revenue and assets, and its employees. With $73 billion in revenue, the Postal Service is at the core of a $900 billion mailing industry that employs more than nine million people. The more than 700,000 employees of the Postal Service comprise Marriott International Marriott International, Inc., is a leading lodging company. Its heritage can be traced to a root beer stand opened in Washington, D.C., in 1927 by J. Willard and Alice S.Marriott. Today, Marriott International has more than 3,200 lodging properties located in the United States and 66 other countries and territories.People first—the foundation of Marriott's corporate culture and success for over 80 years! Marriott's belief is that our associates are our greatest assets. Marriott Culture is Defense Information Systems As the result of the 2005 DISA Employee Satisfaction survey, a recommendation was made to expand DISA's telework program. During the same time period, DISA was selected under the Base Realignment and Closure Committee recommendations for relocation of its Headquarters function in Northern Virginia to Fort Meade, Maryland. With 75% of the DISA workforce living in the Northern Virginia area, a solid strategy was needed for retention of this experienced, highly qualified workforce as well as one for recruitment of exceptionally qualified employees for the Fort Meade location. It was determined that the expansion of the telework program would serve as an excellent tool for both retention and recruitment. Noblis Noblis is a nonprofit science, technology and strategy organization that helps clients solve complex systems, process and infrastructure problems in ways that benefit the public. Our unique impartial, independent stance—free of any ties to commercial or sponsor interests—assures clients that our counsel and implementation support is offered purely in their best interest.At the forefront of those expectations were the program’s stated goals (to attract and retain staff and be cost neutral), but the team also expected environmental benefits, such as reduced gasoline consumption and increased productivity from telecommuters. Read Case Study Booz Allen Hamilton Booz Allen Hamilton has been at the forefront of strategy and technology consulting for more than 90 years. Every day, government agencies, institutions, and infrastructure organizations rely on thefirm’s expertise and objectivity, and on the combined capabilities and dedication of our Loudoun County, Virginia Although Loudoun County’s Board of Supervisors adopted a telework policy in 1996, the program was not actively promoted and the acceptance and implementation by management was not Interstate Commission on the Potomac River Basin (ICPRB) The Interstate Commission on the Potomac River Basin (ICPRB) was created by an act Discovery Communications, LLC Discovery Communications, headquarteredin downtown Silver Spring, MD, is committed to recruiting and retaining the best talent in all areas of its operations. As the world's number-one nonfiction media company, Discovery offers a stimulating and exciting work environment that challenges,rewards and encourages personal and professional growth and career development. Discovery views employees asvalued contributors, seeking different points of view and broad input into strategic planning and decision making on all levels, and providing ongoing opportunities for growth and development through mentoring and education. Read Case Study
In 2006, a committee was formed consisting of IT, Customer Service, HR, and Security as well as union representatives. The committee surveyed other cooperatives in an attempt to research other programs and best practices. SMECO found only one COOP in the Midwest that has implemented a telework program establishing themselves as a telework pioneer on the East Coast. The committee drafted telework procedures, remote office space procedures and requirements, technology needs and guidelines around the acceptable use of the Internet. In some cases existing policies and procedures were modified to accommodate the telework program Pre teleworking, SMECO had policies and procedure inplace with regard to the use of the Internet, work procedures and equipment. The new procedures addressed uses from a home office location. Read Case Study GeoConcepts Engineering, Inc. GeoConcepts was one of the first firms to join the Telework Virginia! Program in 2000. Vivian Lewis, the President of GeoConcepts, had prior experience with telework and decided that the benefits could be leveraged into aiding in the start-up of their new business. GeoConcepts’ telework program officially began in 2001. “Telework Virginia! was a great mechanism to help us jump start our business, attract employees and increase morale.” GeoConcepts’ primary goal for their telework program was to retain and attract highly qualified employees who might otherwise be concerned by the length of their commutes. GeoConcepts is a family oriented company that is committed to being an employer of choice in the Metropolitan Washington region. At the conclusion of the two-year pilot program with Telework Virginia! GeoConcepts had five people teleworking, mainly women who were allowed to balance their work and family requirements more easily and improve their quality of life. Read Case Study American Speech-Language-Hearing Association (ASHA) ASHA distinguished two types of telework – flexplace and telecommuting. Flexplace is a cooperative arrangement that allows an employee to work on a specific project from home or other work site outside the National Office on an occasional basis. Flexplace is a less formal arrangement than Telecommuting. All staff are eligible to participate, subject to their coach's approval. If you are using Flexplace, ASHA’s expectations are that: • You need to work on a particular project or tasks • You want/need seclusion and may request not to be interrupted. (These requests must be pre-planned and discussed ahead of time with your coach.) • Someone should be able to contact you in the event of an urgent/critical need. • Flexplace is not to be used in lieu of childcare. • Opportunities are granted at the discretion of the coach. • Your coach may request that you adjust your plans if issues should arise related to providing adequate coverage in your unit. • Coaches should monitor productivity and availability and address issues that do not further the goals of the team. Read Case Study... National Institutes of Health Telework initially began at NIH as a flexible workplace arrangement benefit that was primarily used by employees as an accommodation to meet short-term medical needs. A successful one year pilot in 2001 to examine its benefits, costs, and impacts on employees, management, and the organization resulted in an expansion of the early initiative to a fully implemented program. Participation has grown steadily as Contact Shirley LaBella NIH Telework Coordinator 301-496-2288 labellas@od.nih.gov a result of several things, recruiting and retention efforts, a new leadership team, and continuity of operations planning. “Telework has proven itself to be a win-win strategy for increasing both employee satisfaction and productivity”, says Christine Major, Director of the NIH Office of Human Resources. “Ours is an evolving model, with staff in a growing number of positions able to work effectively wherever they are and enjoy the benefits of telework.” The goal of the program is to help staff be successful and effective with teleworking so that in the long term, they contribute to a business solution trusted by managers, peers and the organization – a responsibility not taken lightly by NIH. Read Case Study... |
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