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Industry News

 

Many Employers Have Succession Plans That Permit Telecommuting

Wednesday June 4, 2008

 

Radnor, Pa. — June 3
With top talent increasingly unable, or unwilling, to relocate for new job assignments, many companies now have succession plans that include a “develop in place” designation for high-potential employees, permitting them to telecommute, according to Salveson Stetson Group, a full-service retained executive search firm.

“The days of the traditional GE, high-potential career track, where an executive was asked to make five moves in 10 years, is over,” said John Touey, a principal with Salveson Stetson Group. “Instead, many companies are figuring out how to hold onto, or attract, top talent that can’t always relocate to company headquarters.”

Despite recognition that they may need to be flexible to attract talent, many companies struggle with the concept and practice of telecommuting, Touey said.

“Most employers are still formulating their ‘beliefs’ about telecommuting, particularly when it comes to senior executives,” he said. “Ideally, companies would like to have the executive on-site everyday, but they realize telecommuting may be the next best way to keep or attract talent.”

Companies that succeed with telecommuters are those that screen carefully before allowing an employee to adopt a remote work position and then are disciplined about keeping the employee connected and motivated, said Sally Stetson, a principal with Salveson Stetson Group.

Salveson Stetson offers these tips to companies considering a telecommuting arrangement:

• Screen carefully. “Effective candidates for telecommuting should be able to work autonomously and be self-motivated,” said Stetson. “They need to remain focused despite distractions and shouldn’t require constant reinforcement. Employers should take responsibility for ensuring that the telecommuter is meeting company goals.”
• Communicate. “Executives who have little face-to-face time with bosses and colleagues need to be communicated with regularly,” said Touey. “They should be able to stay connected with their employers even at a distance so they remain integral members of the team. It’s easy to ‘forget’ people who are not physically in the office.”
• Encourage face time with others. “Although e-mail is great, it doesn’t replace a handshake or a dinner conversation with a colleague,” noted Touey. “It’s easy to forget to include telecommuters on things learned through conversations, and it’s easy for the telecommuter to forget to convey any information learned on his or her own.” Companies need to budget for occasional plane trips, if necessary, to keep the connection alive.
• Change your culture, if necessary. “Some companies still equate face time with commitment and productivity,” said Stetson. “Telecommuters may need to keep thorough documentation on the work progress, and their managers may need training in how to manage and communicate with direct reports who work remotely. If your corporate climate doesn’t support telecommuting in at least some form, that culture needs to change.”
• Think twice before changing flexible work arrangements. Stetson noted that telecommuting and other flexible work arrangements are among the most difficult types of benefits to rescind. “Taking back the ability to work remotely, or to put in a four-day week, may have negative consequences throughout your workforce and beyond,” she said.
  “There are numerous articles, blogs and chat-room postings about the decisions of some large employers to cut back on telecommuting, so be prepared for fallout that could color candidates’ impressions of your company. Don’t make these decisions arbitrarily, and realize that they run counter to what’s happening in the global workplace.”

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