Teleworking in organisations
Small and medium sized organisations
In smaller organisations there is often no need to present a formal teleworking case to management. Teleworking is likely to have started small with one or two people one or two days a week, and has become more extensive, whilst the organisation has learned and fine-tuned how and where it fits. Such organic growth of the practice presents its own case, with many in the organisation having direct experience of the benefits.
However, useful case studies and advice about teleworking in SMEs are given in a 2007 British Chambers of Commerce and Chartered Institute of Personnel and Development report "Flexible working: good business – How small firms are doing it"
A survey of overall flexible working practices in SMEs is given in a 2008 British Chambers of Commerce Report "Work and life: How business is striking the right balance"
Gives evidence of retention and productivity gains from flexible working
Shows that teleworking was the third most popular form of flexible working
Observes that implementing flexible working may be particularly difficult in medium-sized organisations. Because they are too big for an informal relationships between employees and employers but too small to have a human resources department. So people in medium-sized organisations may particularly find the implementation and planning guidance presented here valuable.
Medium and large organisations
In medium-sized organisations it may be necessary to present a formal business case for teleworking, and in large organisations it almost certainly will be necessary. Note that this is a business case, showing the benefits to the organisation of implementing this work arrangement. In both the medium and large organisation however, a pilot or testing phase is recommended. A pilot provides actual evidence and experience of the practice in their own organisation. The essence of a successful telework pilot is its continuous evaluation.
Frameworks for assessing and presenting the business case for teleworking are presented in publicly-available guidance documents:
actnow flex presents checklists for costing and justifying telework, and undertaking a cost / benefit analysis
The Transport for London Smarter Working Guide presents an overall approach to assessing and planning telework implementation, in which the early stages are about raising awareness and getting buy-in from the organisation