State of Utah Dept of Workforce Services

1. State of UtahDept of Workforce Services Telecommuting for Eligibility Specialists Tricia Cox tcox@utah.gov

2. Telecommuting Evolution Inception Growth Technology Policy Challenges Benefits Our Current World Started with 10, increased up to 300 and have scaled back down to about 180 Started with 10, increased up to 300 and have scaled back down to about 180

3. Inception: Must Have�s Electronic Imaging Electronic Forms or Telemail Online Eligibility Policy & Procedures Secure Call Routing to Residence LAN Support & Telecommuting Rep Telecommuting Policy, Procedure & Agreement Imaging: No files to transport/secure. Anyone can look up case info, not just the case owner Forms: No printing capabilities; Telemail: originally supervisors were mailing out HC forms for their telecommuters (very time consuming), so we set up the Telemail � TC sends email providing cust name, address & needed form and the office techs will print them out & mail the non-electronic forms Call Routing: IPA (or Block TC�s home #). Support: Have specific LAN techs & Rep that understand setup and can be the direct connect for troubleshooting Policy: Cover in just a bit. Agreement: can be rescinded by management at any time for any reason Imaging: No files to transport/secure. Anyone can look up case info, not just the case owner Forms: No printing capabilities; Telemail: originally supervisors were mailing out HC forms for their telecommuters (very time consuming), so we set up the Telemail � TC sends email providing cust name, address & needed form and the office techs will print them out & mail the non-electronic forms Call Routing: IPA (or Block TC�s home #). Support: Have specific LAN techs & Rep that understand setup and can be the direct connect for troubleshooting Policy: Cover in just a bit. Agreement: can be rescinded by management at any time for any reason

4. Inception: Pilot Started pilot in 2005 with 10 tenured high performers Managers & LAN techs went to each residence for this initial setup Expected to carry 15-20% additional workload Telecommuters expected to attend in-office meetings Telecommuters only processed cases (no phone calls) In-office staff took on more phone shifts Increased morale & productivity; Decreased sick leave Within the local SL area (or within 50 miles) TC set up their own internet & phone providers Unable to route calls to TC at this point Designated LAN tech to troubleshoot Staffed LOVED telecommuting. Even with some of the connectivity issues (getting kicked out of the server), the pilot was a surprising success for both department & the employee. Supervisors utilized their TC for covering extra cases when team members were on vacation or had them take on extra cases until new employees were fully trained; Use of sick leave decreased Within the local SL area (or within 50 miles) TC set up their own internet & phone providers Unable to route calls to TC at this point Designated LAN tech to troubleshoot Staffed LOVED telecommuting. Even with some of the connectivity issues (getting kicked out of the server), the pilot was a surprising success for both department & the employee. Supervisors utilized their TC for covering extra cases when team members were on vacation or had them take on extra cases until new employees were fully trained; Use of sick leave decreased

5. Growth � Pilot Expansion 10 additional high performing staff were added 6 months later with the same success A year after the pilot began, telecommuting was expanded to rural areas of the state; supervisors were still based in the Salt Lake area Implemented four telecommuting only teams All meetings & trainings were done over the phone using a conference bridge Phone, email, instant messaging used for day-to-day communication Supervisors developed tools and processes for monitoring Struggles with low performers Rural Areas (inherited from other regions): Staff were not necessarily high or even successful performers Four Teams (1 Supervisor, 1 Lead, 12-15 TC�s). Because of the day-to-day challenges with managing these offsite workers, we felt it would be best to keep them together within these four teams rather than spreading them out amongst 20+ teams. Some of the original pilot staff were added to these teams to serve as mentors. The four supervisors were able to support each other; they basically paved the way for the telecommuting program from what they learned and through the pathways & tools they implemented. Low Performers: Very difficult to manage an low performing employee when you don�t have the option to bring them back into the office. We worked closely with HR to develop Corrective Action Plans. Program Specialist & Trainers were a heavily utilized resource. Some employees would be required to travel to the SLC office for 1-2 weeks so that they could receive one-on-one training. Eventually, the challenges became too great for the supervisors, so the rural staff were spread out between some of the other teams Rural Areas (inherited from other regions): Staff were not necessarily high or even successful performers Four Teams (1 Supervisor, 1 Lead, 12-15 TC�s). Because of the day-to-day challenges with managing these offsite workers, we felt it would be best to keep them together within these four teams rather than spreading them out amongst 20+ teams. Some of the original pilot staff were added to these teams to serve as mentors. The four supervisors were able to support each other; they basically paved the way for the telecommuting program from what they learned and through the pathways & tools they implemented. Low Performers: Very difficult to manage an low performing employee when you don�t have the option to bring them back into the office. We worked closely with HR to develop Corrective Action Plans. Program Specialist & Trainers were a heavily utilized resource. Some employees would be required to travel to the SLC office for 1-2 weeks so that they could receive one-on-one training. Eventually, the challenges became too great for the supervisors, so the rural staff were spread out between some of the other teams

6. Growth � Business Process Due to lack of office space, telecommuting was expanded to 150 Implemented a waiting list Employees must be off probation (1 year), performing successfully & have supervisors recommendation Telecommuters use IP Agent technology to receive phone calls Staff reassigned to a supervisor in their local area. Supervisor discretion if they attend meetings/trainings in person or call in Checklists & yearly home visits Office Space: Eligibility staff had previously been moved out of the local employment centers into the SL based call center and then we merged with health department (gaining more employees); 150 included the 20 pilot staff & rural TC Waiting List: Telecommuting became a business need, but was viewed as an incentive to the staff. TC slots were highly coveted with the majority of staff showing an interest; Waiting list quickly grew to over 100 employees with a 6-12 month wait Sup Recommendation: With most of the staff wanting to TC, sup really had to utilize their discretion before adding an employee to the waiting list. Would the employee continue to be productive working offsite? Were there known distractions at home that would interfere? Could they work independently? IPA: by this time, we were using IPA to route calls to the TC�s residence. This help keep workload more equitable (everyone processed & took calls) and helped reduce some of the tension that had grown with the office staff having to take most of the calls Home Visits: supervisors will go out to each of the employee�s home one time per year (normally during the time we set up the new yearly perf plans). On-the-spot visits are encouraged Office Space: Eligibility staff had previously been moved out of the local employment centers into the SL based call center and then we merged with health department (gaining more employees); 150 included the 20 pilot staff & rural TC Waiting List: Telecommuting became a business need, but was viewed as an incentive to the staff. TC slots were highly coveted with the majority of staff showing an interest; Waiting list quickly grew to over 100 employees with a 6-12 month wait Sup Recommendation: With most of the staff wanting to TC, sup really had to utilize their discretion before adding an employee to the waiting list. Would the employee continue to be productive working offsite? Were there known distractions at home that would interfere? Could they work independently? IPA: by this time, we were using IPA to route calls to the TC�s residence. This help keep workload more equitable (everyone processed & took calls) and helped reduce some of the tension that had grown with the office staff having to take most of the calls Home Visits: supervisors will go out to each of the employee�s home one time per year (normally during the time we set up the new yearly perf plans). On-the-spot visits are encouraged

7. Technologies Used IP Agent & CentreVu Supervisor Live CD; Term Server Remote Access for Trouble Shooting Secure Meeting Online Web Based Training Telecommuting Database IPA: Allows us to route calls from main switch to TC�s residence; CentreVu Sup: Sups can view active calls & pull reports for team/agent; supervisors are also able to monitor a telecommuter�s phone calls the same way they do for employees that are stationed in an office Live CD: Allowed us to get away from having our LAN�s go out to the TC�s home for set up and to update their programs Term Server: Gives access to all applications/programs. This is also used by �Occasional Telecommuters� such as managers, program staff, allowing them to work on projects/reports from home or when travel between offices Troubleshooting: LAN techs use Bomgar for remote desktop control when assisting staff with computer problems Secure Mtg (along with Conf Bridge): workers can view supervisor/trainers monitor Telecommuting Database: Individual record for each TC (such as address, phone #, job function, ISP, Phone provider, Agreement, Finance Info). Has links to DTS/Data Security for setup or to cancel service. Used by TC Rep, LAN, Finance ** All computer & phone equipment is provided by the department (unless they are an occasional TC) ** IPA: Allows us to route calls from main switch to TC�s residence; CentreVu Sup: Sups can view active calls & pull reports for team/agent; supervisors are also able to monitor a telecommuter�s phone calls the same way they do for employees that are stationed in an office Live CD: Allowed us to get away from having our LAN�s go out to the TC�s home for set up and to update their programs Term Server: Gives access to all applications/programs. This is also used by �Occasional Telecommuters� such as managers, program staff, allowing them to work on projects/reports from home or when travel between offices Troubleshooting: LAN techs use Bomgar for remote desktop control when assisting staff with computer problems Secure Mtg (along with Conf Bridge): workers can view supervisor/trainers monitor Telecommuting Database: Individual record for each TC (such as address, phone #, job function, ISP, Phone provider, Agreement, Finance Info). Has links to DTS/Data Security for setup or to cancel service. Used by TC Rep, LAN, Finance ** All computer & phone equipment is provided by the department (unless they are an occasional TC) **

8. Telecommuting Policies Administrative Policy Defines Routine vs. Occasional Who is eligible Mileage Reimbursements Children/Dependants in home State paid vs. reimbursements Home Visits & Confidentiality Electronic Agreements Telecommuting Checklists Mileage Reimbursements: Only when the location of the activity is more than 50 miles from their primary worksite, but only for such mileage in excess of 50 miles in each direction of travel Children (under the age of 12): Shall not provide primary care for children, elders or other dependents who would otherwise require a providers care during the agreed upon work hours State Paid/Reimb: Bundle package has been the first option (internet/phone) directly paid for by the state. If not available, TC will set up their own internet/phone service (must be separate from personal/home service�no routers) and get reimbursed or can use the state contracted phone provider for business line and only do reimbursement for internet. ** Department currently covers 100% of internet/phone costs, but looking at changing this policy due to budge constraints** Agreements: All TC (even occasional) must complete an electronic HR agreement form, requiring supervisor & director approval. Yearly renewals. Info is stored in TC database Yearly Checklist: Verifies TC has read all policies, established work schedule, arranged for daycare, has been trained on IPA, Live CD, webcasting, etc, knows how to report technical problems, use of dept equipment, understands computer can be monitored and TC agreement is �at will� and can end at any time for any reasonMileage Reimbursements: Only when the location of the activity is more than 50 miles from their primary worksite, but only for such mileage in excess of 50 miles in each direction of travel Children (under the age of 12): Shall not provide primary care for children, elders or other dependents who would otherwise require a providers care during the agreed upon work hours State Paid/Reimb: Bundle package has been the first option (internet/phone) directly paid for by the state. If not available, TC will set up their own internet/phone service (must be separate from personal/home service�no routers) and get reimbursed or can use the state contracted phone provider for business line and only do reimbursement for internet. ** Department currently covers 100% of internet/phone costs, but looking at changing this policy due to budge constraints** Agreements: All TC (even occasional) must complete an electronic HR agreement form, requiring supervisor & director approval. Yearly renewals. Info is stored in TC database Yearly Checklist: Verifies TC has read all policies, established work schedule, arranged for daycare, has been trained on IPA, Live CD, webcasting, etc, knows how to report technical problems, use of dept equipment, understands computer can be monitored and TC agreement is �at will� and can end at any time for any reason

9. Challenges - Technical Internet Connectivity Fiber Optics Dropped Calls Live CD � Multiple Versions Online Trainings System Slowness or Downtime Staff Are Not Technically Savvy Internet Connectivity: Some of the more rural areas of the state do not have adequate internet service to support telecommuting Fiber Optics: �Copper Bleed� interferes with the speed of regular DSL (our bundle is DSL) Dropped Calls: Speed of deliver from main teleco to smaller teleco�s is not fast enough (greater than 4 sec) and results in dropped calls Live CD: Staff have to go through multiple version upgrades� cumbersome process Online Training: Have had to work through issues with sound being heard on live cd, video�s System Slowness/Downtown: main systems slowdown when going through multiple access points or getting kicked out altogether Staff: Many telecommuting staff are not able to help with trouble shooting issues or explain the problems they are having as they are not technically savvy. Internet Connectivity: Some of the more rural areas of the state do not have adequate internet service to support telecommuting Fiber Optics: �Copper Bleed� interferes with the speed of regular DSL (our bundle is DSL) Dropped Calls: Speed of deliver from main teleco to smaller teleco�s is not fast enough (greater than 4 sec) and results in dropped calls Live CD: Staff have to go through multiple version upgrades� cumbersome process Online Training: Have had to work through issues with sound being heard on live cd, video�s System Slowness/Downtown: main systems slowdown when going through multiple access points or getting kicked out altogether Staff: Many telecommuting staff are not able to help with trouble shooting issues or explain the problems they are having as they are not technically savvy.

10. Challenges - Management Telecommuters setting their IM status to �Online� even when they are not at their desk Tend to step away from desk more often Home environment distractions (family, pets, TV) Low productivity; Struggling performance Depression issues due to lack of social interaction Doing other things during conference calls Not wanting to travel to trainings or meeting Downtime when moving to a new residence; not submitting timely reimbursement forms; state paid service not getting canceled when telecommuter quits or returns to office Telecommuting perceived as an entitlement IM Status: Supervisors will IM or call employee and it takes several minutes to get a response Away from Desk: Some have been known to do simple household chores like laundry or even leaving the house to take their kids to & from school without informing their supervisor Low Productivity: Pulled a system report on all eligibility staff and found that a large majority of telecommuters had less than 80% activity in the computer (some as low as 20%), yet they claimed 40 �work� hours on their timesheet. As a result, many of them were put on Disciplinary Action and lost their telecommuting privilege. There has also been a shift since the initial pilot where telecommuters were carrying 15-20% more workload. Many telecommuters struggle to keep up with what in-office staff are producing. Struggling Performance: Can be very difficult for a supervisor to determine what the underlying problem is for the worker when they can�t observe them directly. Is it a system/phone problem, is worker being honest with their time & actions, do they simply work at a slower pace or not understand the fundamentals of the job? Workers may also tend to struggle through their problems rather than seek help for fear of being brought back into the office on a permanent basis Lack of Social Interaction: We have had a handful of staff return back to the office because the seclusion caused severe depression issue. Most of the telecommuters didn�t necessarily recognize this though (or were initially willing to admit it wasn�t a good work environment for them). Supervisors have to keep a close eye to see if there are any behavioral changes with these staff Training/Meetings: Not wanting to travel to trainings/mtgs (don�t have a transportation or couldn�t afford the gas & wanted compensation). When we implemented a new computer system, all telecommuters were required to go to a several days of training & work in the office for at least two weeks so that they could have onsite support. Many of them tried to pressure their supervisor to letting them get out of the training a few days early or go back home before the end of the two weeks. More concerned about resuming their telecommuting than they were about understanding how to do their job with the new system. IM Status: Supervisors will IM or call employee and it takes several minutes to get a response Away from Desk: Some have been known to do simple household chores like laundry or even leaving the house to take their kids to & from school without informing their supervisor Low Productivity: Pulled a system report on all eligibility staff and found that a large majority of telecommuters had less than 80% activity in the computer (some as low as 20%), yet they claimed 40 �work� hours on their timesheet. As a result, many of them were put on Disciplinary Action and lost their telecommuting privilege. There has also been a shift since the initial pilot where telecommuters were carrying 15-20% more workload. Many telecommuters struggle to keep up with what in-office staff are producing. Struggling Performance: Can be very difficult for a supervisor to determine what the underlying problem is for the worker when they can�t observe them directly. Is it a system/phone problem, is worker being honest with their time & actions, do they simply work at a slower pace or not understand the fundamentals of the job? Workers may also tend to struggle through their problems rather than seek help for fear of being brought back into the office on a permanent basis Lack of Social Interaction: We have had a handful of staff return back to the office because the seclusion caused severe depression issue. Most of the telecommuters didn�t necessarily recognize this though (or were initially willing to admit it wasn�t a good work environment for them). Supervisors have to keep a close eye to see if there are any behavioral changes with these staff Training/Meetings: Not wanting to travel to trainings/mtgs (don�t have a transportation or couldn�t afford the gas & wanted compensation). When we implemented a new computer system, all telecommuters were required to go to a several days of training & work in the office for at least two weeks so that they could have onsite support. Many of them tried to pressure their supervisor to letting them get out of the training a few days early or go back home before the end of the two weeks. More concerned about resuming their telecommuting than they were about understanding how to do their job with the new system.

11. Benefits Reduces turnover & sick leave Good option for some employees that need to take extended medical leave, but can�t afford to take the time off of work Increases morale Motivating factor to perform at a high level Tend to be more independent Cost savings / avoidance Frees up office space Turnover/Sick Leave: Retain good employees that may otherwise quit. Telecommuters less likely to use sick leave than someone that has to come into the office. Extended Medical Leave (may also work part-time): Recovering from a surgery, caring for a terminal spouse, unable to drive Morale: TC�s don�t tend to get caught up in office gossip or the negativity. Telecommuting is a small incentive that can go a long ways if you have someone with a good work ethic Turnover/Sick Leave: Retain good employees that may otherwise quit. Telecommuters less likely to use sick leave than someone that has to come into the office. Extended Medical Leave (may also work part-time): Recovering from a surgery, caring for a terminal spouse, unable to drive Morale: TC�s don�t tend to get caught up in office gossip or the negativity. Telecommuting is a small incentive that can go a long ways if you have someone with a good work ethic

12. Our Current World Approx 180 telecommuters statewide; no plans to expand further Perform a variety of eligibility functions Performance is closely monitored & staff are brought back into office if there are any problems Testing new technology to replace the Live CD Looking at changing the state paid / 100% reimbursement policy Some of our original 10 pilot staff are still telecommuting after 6 years Telecommuters: Most, but not all are assigned to a supervisor within their local area. For those in the urban area, they generally will come into the office for team meetings and may work onsite for that day so that they can have regular interaction with their peers. Eligibility Functions: Online chat workers, direct dial, call center, specialized programs Performance: login/logout of phones, complaint calls, tasks processed, phone calls taken, edit accuracy, timeliness, phone traces, work hours reported on timesheet If staff move residence, they will likely lose their TC position unless they get approval from Associate Director. Telecommuters: Most, but not all are assigned to a supervisor within their local area. For those in the urban area, they generally will come into the office for team meetings and may work onsite for that day so that they can have regular interaction with their peers. Eligibility Functions: Online chat workers, direct dial, call center, specialized programs Performance: login/logout of phones, complaint calls, tasks processed, phone calls taken, edit accuracy, timeliness, phone traces, work hours reported on timesheet If staff move residence, they will likely lose their TC position unless they get approval from Associate Director.

13. Questions