Time for Telework! GSA’s – Leading the Way

1. Time for Telework!GSA’s – Leading the Way Wade Hannum Director, Performance and Worklife Policy Division (CHW) Wade.Hannum@GSA.gov 202-501-0128

2. At the end of this module, you will have a better understanding of: • Telework in GSA • The 3 whys and 4 types of telework • Eligibility • Keys to telework success • Barrier or opportunity? • Revisiting the GSA telework “challenge” • Next steps 2

3. What is Telework? • Telework is a work arrangement in which the employee performs work at an alternative worksite that reduces the commute that the employee would incur in traveling to the employee’s designated work location (office). (NOTE: definition is under review by OPM) Work That Can Be Done Anywhere, Anytime and Under any Condition 3

4. 3 “Whys” of Telework? • To ensure our ability to meet the GSA mission requirements under any condition • COOP and Pandemic Planning • Reduction of Office Space Requirements • Personnel Recruitment and Retention • Productivity • Support Environmental Efforts • Improve resource utilization (Wear and Tear on all Modes of Transportation) • Reduce excess energy consumption (Dependency on Foreign Oil) • Reduce pollution (Greenhouse Gas Emissions) 4 Our Mission Is Vitale To Our Customers And The Country

5. 3 “Whys” of Telework? • Provide GSA Employees with a means to: • Reduce Commuting Costs • Bring about Work/Life Balance • Conduct Work Without Interruption 5 Our Mission Is Vitale To Our Customers And The Country

6. 4 Types of Telework • Regular • Occurs on a regular, ongoing basis at least 1- day per week. • Variable Schedule • Applies to executive or other work situations where a “set” telework schedule is not possible or practicable. (2 days/per pay period) • Situational • Occurs on relatively infrequent basis (less than one day per week), usually to accommodate specific organizational or employee needs. • Emergency • Occurs during emergency situations at alternative worksite when the agency or physical location is closed or inaccessible e.g., COOP activation or natural disaster. Work That Can Be Done Anywhere, Anytime and Under any Condition 6

7. Who is Eligible to Telework? • Federal Government-wide standards – all employees eligible EXCEPT those: • On positions require on a daily basis (every work day) direct handling of secure materials • On-site activity that cannot be handled remotely; or • Who’s last performance rating of record is below fully successful or conduct resulted in disciplinary action within the past year 7 Vast Majority of Feds Are Eligible

8. Other short-term issues to consider • Technology to meet the work requirement • Business necessity • Staffing levels • Newness to a job or role 8 Emphasis on Short-Term!

9. Keys to Telework Success • Technology • Security • People The long poles in the tent

10. Technology • Computer • 1 Laptop per person (GSA) • Desk tops replaced during refresh cycles • Technology focused on the needs of the job • Data • Paper, Electronic, E-mail • Uses of electronic data to facilitate collaboration • Notes: calendars, scheduling, permissions, tasks • Blackberry • Same Time • QuickR

11. Security • There is nothing more important than the security of GSA data and its source • Network traffic • PII • Sensitive materials • We have • CITRIX • VPN • Encryption of data e.g., Excel, MS Word, and others • Restrictions on e-mails – copying, forwarding etc. • Secured collaborative environments • Ensure your work area is appropriate for the security needs of your data

12. People • Leadership • Managers/Supervisors • Teleworkers • Customers

13. Leadership • With any new or different approach to conducting business there is inherent cultural resistance • Leadership provides direction, guidance, support, recognition needed to “turn the ship”. • Telework linked to • Sustainability • Environment • People • Results Inspect What You Expect! 13

14. Managers/Supervisors • Set clear expectations • Keep lines of communications open • Develop a culture of flexibility • Provide necessary feedback and support • Watch the work • Process • Practices • Changes in light of business needs Inspect What You Expect! 14

15. Teleworkers • Performance • Communications • Visibility • Responsiveness Inspect What You Expect! 15

16. Barriers or Opportunity? • Management Resistance • IT Security • IT Funding • Technology upgrades • Organizational Culture • Work process vs. work practice • Office Coverage • Business requirements Resistance to Change, Change and Change! 16

17. Revisiting the GSA Challenge • Increase readiness to sustain operations under an emergency or other circumstance. • Improve performance and productivity. • Reduce energy consumption and the associated carbon footprint • Improve employee retention as a result of improved morale and decreased stress. • Increase attractiveness as an employer. • Improve accommodations for persons with disabilities. • Reduce the demand for office space. • Increase flexibility on staffing options. Multifaceted Outcomes 17

18. Next Steps • Training on OLU • Telework 101 for Supervisors • Telework 101 for Employees • Instructor lead training • Combines Supervisors and Employees together and apart • Is location specific • Begin use of ETAMS to record telework • 92 is for regular and variable • 90 is for situational and emergency • Look for ways to measure success!

19. Time for Telework version “Workforce Flexibility” • Telework in GSA • The 3 whys and 4 types of telework • Eligibility • Keys to telework success • Barrier or opportunity? • Revisiting the GSA telework “challenge” • Next steps Telework’s Has Come of Age! 19

20. Questions “The future…it ain’t what it use to be.” Lawrence “Yogi” Berra Work is no longer a place! Work is verb – something we do! Results Count! 20