If at First You Don't Succeed...Do Try Again
How Telecommuting Made a Triumphant Comeback at CRN
History suggests that companies which encounter difficulties in
their initial attempts at telecommuting tend to give up on telecommuting -- without
analyzing why their efforts failed and without thinking about how they could do
better if they tried
again.
CRN, International has proven to be the exception to the rule -- an exception from which other companies can learn.
Not long ago, this Hamden-based producer of radio promotions and programming for advertisers such as Campbell Soup, Hormel, M&M Mars and Lipton -- tried telecommuting for the first time. After encountering complaints from managers, the program seemed destined for cancellation. Today, however, telecommuting is alive and well, and CRN is enjoying the benefits.
Why the turnaround? According to CRN's Human Resources Director, Cathy Lawler, the difference is having a well thought-out telecommuting policy in place.
The
Problem
"We had more and more requests from employees to telecommute -- mainly
after pregnancies," says Ms. Lawler, "but we didn't have a policy
and weren't sure how to handle it. We did realize that telecommuting wasn't
for everyone, but we didn't have any [ground rules]." As a result, CRN
experienced some problems, and managers began complaining about being unable
to properly hold their telecommuters accountable for their work. Managers were
especially concerned that employees involved in client relations would not be
in the office when direct client contact was necessary. Telecommuting's days
at CRN seemed numbered.
A
Happy Coincidence
While the internal debate about telecommuting was going on at CRN, Ms. Lawler
was taking a business course at Albertus Magnus College. As part of that course,
she was assigned to do a Human Resources Management project. As good fortune
would have it, she soon received a mailing about telecommuting from Telecommute
CT! and decided to write a telecommuting policy both for her class project and
for her employer. It was then that Ms. Lawler contacted Telecommute CT! for
assistance.
Soliciting
the Opinions of CRN's Managers
Ms. Lawler met with Telecommute CT! human resources consultant, Laura Collins,
who recommended that Lawler first survey CRN managers about their concerns.
A survey was then sent out to all CRN managers soliciting their feelings about
telecommuting and asking about how things were going with their telecommuters.
When the survey came back, Ms. Lawler reviewed the results with Ms. Collins
and together, they devised a plan of action, the key to which was developing
a telecommuting policy. "We talked about the reactions from managers,"
says Lawler, "and how we could work that into a policy that would ease
their fears. The consultant made some suggestions which I incorporated into
the policy and into a telecommuting agreement form."
Highlights of the CRN Telecommuting Policy
Results
Currently, telecommuting appears to be doing just fine at CRN, as some employees
are now able to work from home one or two days a week. Managers are no longer
complaining and have, in fact, learned how to better supervise their telecommuting
employees. Most important, the work is getting done to everyone's satisfaction.
On the heels of these positive results, Lawler anticipates that more CRN employees
will put in a request for permission to telecommute, and hopes that CRN will
be able to accommodate them..
Lessons
Learned
Lawler's advice to other employers is first to remember that telecommuting isn't
for everyone. Some people are more capable than others of working effectively
without direct in-person supervision, and some tasks lend themselves to being
done off site moreso than others. With those considerations in mind, Lawler
advises: "Go through the process of writing a policy and an agreement.
It clarifies the issues."