While this seems to be a simpler approach, it sometimes can cause more problems than it solves. Managers often do, in fact, know who the best telecommuters would be based on their work histories. But if you don't at least make the entire department aware of this option - while reminding them that their willingness to telecommute alone isn't enough to get them into it - you risk a lot of resentment.

Employees want to have choices, or at least know that choices are available in general even if everyone can't get what he or she wants. Also, there are many other factors in determining who makes a good telecommuter beyond work habits and skills seen by the manager. Personal preference, suitability of the home as a work site, and dependent care situations are just some of the factors that potential telecommuters need to consider.

2. How long do people telecommute - is this a "forever" arrangement?

There's remarkably little data available on this question. It appears that the average length of time for a telecommuting assignment is between six and eighteen months; after that time, something usually happens to bring the person back to the office. However, there are many telecommuters who have been doing it for several years and are likely to continue. Others will do it sporadically - working at home a few days a week for a period of time, then going back to the office full-time, then back to telecommuting. The key is to remember that the best telecommuting is flexible telecommuting - in which we allow and encourage people to work where they work best depending on their personal style, the nature of the work, and the manager's preferences.

3. Is it feasible for managers themselves to be telecommuters?

Managers and supervisors have generally been able to work at home now and then as they needed to - for example, to finish a budget, write a big report, or work on some other kind of task that benefits from quiet and fewer interruptions. This kind of ad hoc telecommuting for managers is likely to continue, and they will be able to use the same technology at home as their staff members will. But most managers' jobs are too unpredictable to allow for the kind of regular, several-days-a-week telecommuting that their staff might practice. This is likely to change, but for now telecommuting for managers is mostly on an exception basis.

4. If my manager telecommutes, will he/she be more likely to let me do it also?

Some organizations actually begin their telecommuting trials with managers, to give them a feel for what it's like so they'll be better able to manage telecommuters later on. Also, you can gently suggest to your manager that the very same reasons he/she spends a day at home working (to escape the interruptions and distractions of the office) are why you want to do the same.

5. How can I convince my manager to let me telecommute?

Figure out how telecommuting can help your manager and your organization. For example, will it help people do more work or better work, will it help reduce the need for office space, will it help attract and retain top-quality people, etc. You have to "sell" the benefits and show how telecommuting can help solve problems.

Also, try for a very modest experiment - ask if you can work as little as one day a week at home for a month. That is a commitment of only four days - not a big risk for anyone, but it's often enough to get you started and get past the initial resistance.

6. How do you decide what jobs are best for telecommuting?

It depends on a combination of the nature of the tasks involved and the technology. Jobs that are information-based jobs with a minimum amount of unpredictable face-to-face contact required are good prospects. Also, look for jobs that are physically portable - that is, whatever the telecommuter needs to do the job can be taken home in a briefcase or box, or can be accessed via phone line.

7. What are the characteristics of a good telecommuter?

Good employees make good telecommuters. Someone whose performance is mediocre in the office isn't likely to do well away from the office. Look for people with demonstrated ability to manage their own time and workload well, solve many of their own problems, and find satisfaction in completing tasks on their own with minimal direct supervision.

8. Why can't we just let people decide for themselves whether or not they will be telecommuters?

It's definitely important for employees to want to telecommute, and it's a bad idea to force people to telecommute. But wanting to do it and being suited and capable to do it are two different things. The best approach is to identify your minimum selection criteria and then encourage prospective telecommuters to learn more about the pros and cons of telecommuting.

The objective should be to give them the facts they need to make an informed decision, instead of rushing into it because they're attracted by the idea of being able to avoid the commute, or work in casual clothes, or otherwise enjoy some of the flexibility of telecommuting. Those are important reasons to want to telecommute, but they shouldn't be the basis of the decision.

9. Should an employee be in his/her job for any minimum amount of time before starting to telecommute?

In general, it makes sense to have some minimum time with the organization and in the current position. The time with the organization is useful so people can learn what goes on, who does what, and what the organization's culture is. The time in the current job is important because that's the basis of being able to work more independently while away from the office. Someone who is brand-new in a job is more likely to need frequent contact with the manager or co-workers - and could be frustrated by being away from the office too much.