Telework Program

1. Introduction
2. Goal of the UM Libraries Telework Program
3. Benefits of Teleworking
4. Definitions of Teleworking Program
5. Time Alotted for Telework Program
6. Duties and Responsibilities best suited for Telework
7. Guidelines for considering employees for Telework
8. Attendance, Work Schedule, and Pay
9. Getting Started: Process for Establishing Teleworking Schedule
10. Technology Support
11. Supervision and Coordination of the Library Telework Program
12. Library Telework Program Assessment Process
13. Available Resources

Forms to be completed for teleworking:

1. The Telework Work Schedule
2. The Library Teleworking Agreement Form
3. The Remote Workplace Self-Certification Checklist
4. The Teleworker Work Plan
5. Guidelines for Setting up a Home Office Remote Workplace

Since September 11, 2001, interest in telework has increased dramatically. According to the Washington Post (Dec. 31, 2001), the International Telework Association and Council has identified 28.8 million people who teleworked from home, telework centers, and other places away from the office during the year. Executive Director, Chuck Wilsker of the International Association says inquiries have increased fourfold. Other “advocates and corporations say the events of the past few months could push teleworking to another level, allowing employees to work from home in times of crisis.” (Sec E. p. 10).

The state of Maryland has recognized the changing needs of its workforce and has begun to focus on ways to improve and/or increase productivity as well as the quality of work life and morale. The State has recognized the benefits of teleworking and has passed legislation for State employees to telework. The University of Maryland serves as an agency of the State and supports the teleworking efforts.

The State of Maryland’s Telework Program is a work arrangement in which some portion of work performed is designed for employees of the state to use telecommunications technology and to work at a “remote workplace.” House Bill 870 (Chapter 466- 1999 Session) is legislation that supports this concept and identifies policies that have been adopted to implement the Telework Program.

This document seeks to provide background information and guidelines for the implementation of the University of Maryland Libraries Telework Program.

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The University of Maryland, as an agency of the State, has been charged with establishing a goal of at least 10% of eligible staff within the University community to participate in the Telework Program. The University of Maryland Libraries serves as an agency within the University system and is also charged with identifying Library staff to participate in the Telework Program. Its goal, like that of the University, is to identify 10% of the Library staff to participate.

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There are several general benefits to teleworking, and some of these benefits are specific to the Library as an organization.

Examples of benefits are:

• Improvement in employee morale and effectiveness.
• Potential for increased productivity.
• Retention of skilled employees and reduction in turnover due to increased job satisfaction.
• Accommodation of employees with short or long term health problems.
• Cost savings to the State and to the Library in regard to absences, and energy conservation.
• Improved work atmosphere due to fewer co-worker non-business interruptions.
• Reduction in automobile-created air pollution and traffic congestion.
• Reductions in transportation costs including car insurance, maintenance, and wear.

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Eligible Employee - An employee in a job identified, by the employee’s supervisor in the Library, as being suitable for teleworking.

Main Office - The Teleworker’s usual and assigned worksite within the Library.

Remote Workplace - The State of Maryland has provided flexibility in work locations and has designated an employee’s approved home worksite, a satellite office, or a Telework Center to serve as a “remote workplace.”

Telework Center - A facility that offers office-like work stations and electronic equipment that may be used by State agencies to house Teleworking employees.

Teleworker - A person who, for at least four days a month, works at home, at a satellite office, or at a Telework Center by way of a developed plan with his/her supervisor to produce an agreed upon work product.

Teleworking - Is long-term, structured working arrangement whereby the library staff member performs some of their duties from a remote site. Teleworking is not a short term, impromptu or an occasional off-site working arrangement.

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Employees can telework on a weekly, bi-weekly, monthly, or occasional basis. There are no specific time requirements when an employee must work from their home in order to be considered a teleworker. (Note: Research does show that when two or more days are dedicated to teleworking, employees begin to feel isolated and “out of the loop” in regards to accessing information, communication and opportunities.)

The Telework Agreement should not be longer than a twelve-month period of time, without an assessment of the time involved. At the end of the telework assignment careful assessment should be made to determine if the arrangement has been mutually beneficial to all concerned.

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The success of the Telework Program depends on both the nature of the work and the nature of the worker. In as much as the UM Libraries operate within a team based environment, it is critical that a prospective teleworker consult with their team and determine if their request for teleworking fits into the overall work plan of the team. Work assignments can be classified as long term, ongoing, seasonal, and/or project related. Benefits from this work arrangement should be evident for the department as well as the library staff member.

Duties and responsibilities most suitable for teleworking are often analytical, telephone intensive, or computer oriented positions that entail working alone. Examples of work suitable for teleworking are: extensive research, data collection, writing and editing publications, planning, analyzing, word processing, programming, web page designing, preparing budgets, reviewing grants/cases, writing decisions/reports, and following up on participants in a research study.

Positions that require physical presence and face-to-face contact with users in the Library are not suitable for teleworking. Example: Public service work/desk coverage, circulation, interlibrary loan services, etc. Positions initially identified with duties/tasks suitable for teleworking may not always remain that way due to changes in job responsibilities.

• Does the work require a Library staff member to be interactive with users?
• Does the nature of the work or assigned tasks lend itself to teleworking?
• Are there potential costs and/or savings that can be realized from the arrangement for the Library?
• Is it possible for the work to be completed independently?
• Does the productivity of the work benefit from quiet or uninterrupted time?
• Is it possible to keep and maintain library equipment at the remote workplace?
• If the prospective teleworker is a member of a team, does the request to telework interfere/impede the overall productivity of the team?

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The agreement for an employee to telework must be in the best interest of the employee and the Library. No exclusive rights exist to telework and no Library staff member should be required to telework. The Program operates at the sole discretion of the Library and is based on self-selection of Library staff member with supervisor agreement. Terminating a telework Work Plan and Agreement can be done by either the Library staff member or the Library at their discretion. Employees should be reminded that teleworking is not a substitute for childcare or elder care.

Factors to consider in selecting Library staff for telework

• Complete their probationary period of employment.
• Create a workspace that is free from distraction and safe for them and University owned equipment and files.
• Be a self-starter and works well independently and is results oriented.
• Have performance evaluations with a ratings of at least “Meet or Exceeds Expectations.”
• Agree to an assessment of the “remote workplace.”
• Have an approved “Work Plan.” (The Work Plan serves as the basis for assessment and evaluation of work completed.)
• Agree to a Telework Agreement.
• Understand State/University rules regarding equipment and supplies, workspace guidelines, expenses, liabilities for injuries while working, child/dependent care, worksite inspections, confidential information?
• Attend the required Orientation session for Teleworkers?

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The Library has the responsibility of providing proof and assurance that employees are working when scheduled. Such assurance can be achieved by supervisor determination of the reasonableness of work output for the time spent, by occasional supervisor contacts or visits during the employee’s scheduled work hours at the remote workplace. Supervisors are expected to use the Telework plan to set expectations, measure and evaluate performances.

When both the Main office and the remote site are affected by a widespread emergency, the Library should grant the teleworker an excused absence as appropriate. When an emergency affects only the alternative worksite for a major portion of the workday, the Library can require the teleworker to report to the main office, approve annual leave or leave without pay, or authorize an excused absence.

The existing rules on overtime remain in effect, and the Fair Labor Standards Act (FLSA) applies to teleworkers. Supervisors should make sure that teleworkers work overtime only with advance approval and should cancel teleworking privileges of Library staff who continue to work unapproved overtime.

Existing policies on pay and leave apply to teleworkers.

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1. The Library staff member should assess with their supervisors their duties and responsibilities and determine if they meet the guidelines for teleworking. Use the “Library Staff Pre-Telework Survey Form” to guide the process.


2. The following forms are to be completed by the staff member prior to the teleworking assignment.


1. The Teleworker Work Schedule
2. The Library Teleworking Agreement Form
3. The Remote Workplace Self-Certification Checklist
4. The Teleworker Work Plan
5. Guidelines for Setting up a home Office Remote Workplace


3. The Library staff member must agree to remain accessible during designated work hours. It is important the teleworker recognizes that effective communication is essential for this type of work arrangement to be successful. Methods and times of communicating should be described in detail in the agreement.


4. Discussion and Work Plan should address the need for staff to be on site to attend departmental meetings.


5. When the supervisor and Library staff teleworker agree to a designated day and work plan, the agreement is then signed. Other signatures required include the Director of the Division.


6. Library Staff Teleworker should understand that the supervisor retains the right to modify an agreement as a result of business necessity.


7. Once all signatures have been obtained, Copies of all documents should be given to Library staff member, the Libraries’ Coordinator of Personnel Programs (for the employee’s personnel file) and the original copy should be maintained in the department with the supervisor.

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A critical step in preparing to telework is to determine whether personal equipment needs and tasks of the work plan can be completed with/without accessibility to the Library system. Due to security issues the Library’s systems and applications will not be technically able to support all telework situations. Therefore it is the responsibility of the Library teleworker to assess with their supervisor and Library ITD Staff the possibilities for completing assigned tasks.

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Supervisors play a vital role in the success of the Telework Program. The supervisor will assist the teleworker with creating work plans, monitoring telework plan progress, and assist with problem-solving situations. Supervisors will receive training that will facilitate their work with Telework library staff members. The supervisor’s responsibilities include:

• Maintain good communication
• Document and supervise work plans
• Delegate responsibility for tasks to be performed
• Establish clear performance standards
• Set goals and objectives
• Create milestones and timetable
• Assess progress
• Provide feedback

Supervisors will need to know that it is possible to supervise an employee they cannot see. The supervisor’s responsibility will be to establish a plan of action with the library staff teleworker prior to the assignment. It will also be necessary to identify equipment needs and establish a communication process with the Library staff teleworker while they are on location at the remote workplace. The State of Maryland highly recommends that supervisors review and utilize the following documents for implementation of the Telework Program.

1. Pre-Telework Survey (Attachment #1 )
2. Telework Work Schedule (Attachment #2)
3. The Agency Teleworking Agreement (Attachment #3)
4. The Remote Workplace Self-Certification Checklist(Attachment #4)
5. Teleworker Work Plan in order to plan the activities of the Library teleworker.(Attachment #5)
6. Designing and Preparing the Home Office

All forms must be completed and returned to the Supervisor before Teleworking begins. The immediate supervisor will communicate with the Coordinator of Personnel Programs library staff that drop out of the Program.

The Coordinator of Personnel Programs is responsible for disseminating information about the Telework Program, maintaining records, and tracking the Library’s compliance of State guidelines. He/she will ensure that supervisors have a clear understanding of teleworking, and the various types of job functions best suited for teleworking. The Coordinator of Personnel Programs will also work with the University Telework Coordinator to facilitate training of library staff, and provide input into designation of remote workplace sites, and share current information with Library staff on telework trends.

The Coordinator of Personnel Programs will maintain records of the Library’s Telework Program,assist immediate supervisors in maintaining timetables, providing ongoing feedback, assessing program progress, and facilitating the annual program review process.

The University Telework Coordinator is responsible for the implementation of the University Program, promotion of program to supervisors, and ensures that the University meets telework participation goals

All contacts with the State of Maryland are to be made by the University Telework Coordinator, David Rieger of the University Personnel Services. In addition to answering questions, the University Telework Coordinator will work with the Libraries’ Coordinator of Personnel Programs to see that supervisors are trained and have an understanding of the characteristics of a successful Library staff Teleworker.

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Legislative requirements mandate that each agency of the State of Maryland provide detail of the successes of their Teleworking Programs, and the impact of the Program on the University. In order to maintain a record of the University’s Telework efforts, the University Coordinator will be kept apprised to the Library’s number of telework participants, length of duration of telework agreements and their successes.

Documents developed by the State will serve as primary documentation and assessment instruments(examples of documents found in appendix). Other measures of success may include employee satisfaction, improved morale, increased productivity, more efficient use of office space, and supervisor satisfaction. Other evaluative measures might take the form of periodic Focus Groups of Teleworkers. Information gained from this process will be used to develop and refine the Library’s role, the teleworker and supervisory roles as well as other support systems within the Library.

A. Work Plan, Telework Agreement, and Work Site Checklist
Primary Documentation for Assessment will be to use the Work Plans, Agreements, and Pre-Participation Surveys, and Work Site Checklist to compile baseline data for each participant.

B. Post Telework Interview and Program Questionnaire
Objective of the Interview and program survey will be to have participants assess their perception of their work and program, increase in productivity, quality of life, job satisfaction and morale. Other benefits will also be addressed such as vehicle information and miles avoided.

C. Annual Program Review
The Annual Program Review will provide an opportunity for the Library to examine the effectiveness of the State mandated telework program. Teleworking positions should be evaluated periodically to determine if new or changed responsibilities meet the telework requirements.

The review will be completed to determine the validity and value of overall program to the Library and participating Library staff members. Benefits of teleworking in relation to job satisfaction, moral and productivity of the individual participants will be carefully examine in regards to the need for change and continuation of the Program.

1. Objectives of the Program
2. Compliance of State Guidelines by the Library and Library staff teleworkers.
3. Supervisors’ perspectives of teleworkers completion of Work Plans and productivity.
4. Exit Interview and Survey questionnaires
5. Assessment of supervisors’ workload and how responsibilities of the telework program have impacted other duties and responsibilities of their position.
6. Examine overall need for communication with teleworkers at remote workplace.
7. Determine requests for teleworking by other staff.
8. Assess the need for training of Supervisors and teleworkers.

Participants in the Annual Review process will be the University Telework Coordinator, Libraries’ Coordinator of Personnel Programs, Teleworkers and Supervisors. A written annual report will provide summary of program.

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See UM Libraries Work Offsite: Employee Initiated Request

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