The Managing Flexibility for Productivity program was designed to promote acceptance
of the telecommute program among both managers and employees. Defining the formal
policy process to make the program consistent, it provided tools to prepare
and analyze telework proposals and trained management to re-examine workplace
perceptions that had previously undermined telecommuting. This new effort also
included a testimonial videotape from all levels of management and an explanation
of the positive impact of telecommuting on the bottom line.
After incorporating feedback from the launch of a pilot program, an extensive
training program was initiated for all staff. Initially, the time that company-wide
training would entail seemed aan obstacle to immediate implementation. Over
time, however, the 10-month duration proved to be a blessing in disguise: as
participation began, successes mounted and word of mouth spread about the benefits
of telecommuting.