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Mastering HR Tech: Creating and Managing a Remote Workforce - Download

Mastering HR Tech: Creating and Managing a Remote Workforce - Download

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Mastering HR Tech: Creating and Managing a Remote Workforce - Download

Whether you call it telecommuting, remote work, or something in between, it’s one of the most requested workplace benefits from employees.

This practical new report Mastering HR Tech: Creating and Managing a Remote Workforce walks you through the risks and rewards and helps you get the most out of the virtual workplace.

Order the print report here.

Employment Law Letter subscribers download FREE

Table of Contents

  • Introduction: Goodbye Office?
  • Risks vs. Rewards for Employers
  • Risks vs. Rewards for Employees
  • Pros
  • Cons
  • Work-Life Balance
  • Teleretirement
  • Out of Sight, Out of the Promotion Line?
  • Problems Arise When Employees Can’t Disconnect
  • What’s an Employer to Do?
  • Federal Agencies Weigh In
  • Who Gets to Work Remotely?
  • Equip Supervisors for Managing Remote Workers
  • Work Out Team Guidelines and Norms
  • Setting Expectations
  • Fair and Equitable Treatment
  • Make the Most of Face Time
  • Promote Community
  • Be a Coach
  • Beware Overwork
  • Assessing Success
  • Virtual Meetings: When You Can’t Be There in Person
  • Basic Equipment
  • Putting Together a Virtual Meeting
  • Remote Workers and the Equipment They Need to Do Their Jobs
  • Whose Equipment Do They Use? Pros and Cons of Letting Remote Workers Use Their Own Devices
  • Employees’ Personal Data on Your Equipment
  • Defeat Detrimental Data Downloading
  • Employees’ Role in Caring for Your Devices
  • Preventing Bugs and Worms
  • When Your Employees Think They Are IT Pros
  • Monitoring Software: Out of the Office but Not Out of Sight
  • Wipeout
  • Cloud Storage: The Chance for Disaster and the Silver Lining
  • What Does Cloud Computing Mean to You?
  • Could the Cloud Replace the PowerPoint?
  • Avoiding Risks of Cloud Storage
  • How to Help the Technology Challenged
  • Creating a Remote Work Policy
  • Key Elements for Remote Work Policy Checklist
  • Critical Components to Add to Your Remote Work Policy When Employees Use Their Own Devices
  • Full Speed Ahead!
  • Conclusion
  • Appendix
  • Sample Remote Work Policy
  • Sample Remote Work Agreement
  • Sample Remote Worker Evaluation Form
  • Sample Remote Worker Evaluation Survey for Supervisors
  • Sample Remote Work Assessment Tool
  • Sample Safety Guidelines for the Home Workspace

Mastering HR Tech: Creating and Managing a Remote Workforce - Download

The rise of the remote worker has accelerated with the growth of technologies that enable working productively from home (or from anywhere else—Starbucks, anyone?). But even with the rapid growth of remote work, also known as telecommuting, most companies will always need a home office. In addition to a wide array of reasons why companies value people sitting “in the same building” at least for part of the time, there are some jobs that need to be done in a central workplace. Even when there is value in having people in the “office,” workers won’t necessarily need their own office.

Remote work is about flexibility, so many variations exist on the general theme of working outside a traditional office. Employees may work remotely full-time or part-time, according to a fixed schedule or as needed. Remote work can come in a variety of shapes and sizes, including the following:

  • Working at home. This is the most common and the most popular form of remote work.
  • Working in a satellite office or telework center. These facilities may be operated for a single employer or for more than one employer. They’re separate from a company’s main offices and nearer employees’ homes.
  • Hoteling. Also called desk sharing, hoteling provides for office space only when workers need it. If there are never (or rarely) more than 30 people out of a 45-person office on site at one time, why do you need 45 offices? People simply check into the office like they would at a hotel, being assigned an office, cube, desk, or maybe just a chair in the office with a WiFi connection as their needs demand. The employer collects data on when employees who frequently travel actually use their offices. If workstations consistently lie idle, the employer can reduce office space and implement a reservation system for a block of workstations. A coordinator can administer reservations and arrange for needed clerical support. Of course, there likely will be a hurdle when people have a feeling of losing personal space, but the cost savings could be huge to companies. In addition, many proponents of hoteling point to more efficient working as well.
  • Working on the road. This can be from a motel, hotel, or even a plane, train, or automobile.
  • Working from the offices of a client or customer.


Other variations of remote work include:

  • Regular. Remote work on the same scheduled day(s) each pay period.
  • Ad hoc/situational/intermittent. Remote work as needed, based on work or workplace circumstances.
  • Medical. Remote work with physician’s approval, temporary full- or part-time at-home work during medical situation.
  • Unscheduled. Remote work in response to weather or other circumstances that impact the workplace.


There are many considerations when deciding what form of remote work is best for your company and your employees. To help you with the decision, this Mastering HR report will:

  • Examine the legal issues that go along with remote work;
  • Help you decide which positions and employees are best suited for remote work;
  • Give guidance for training managers to work with remote employees;
  • Show you how to set ground rules for employees who want to work remotely; and
  • Walk you through developing a remote work policy and employee agreement, with samples to help get you started.

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