Give these a try:

Can you do better-quality work while telecommuting, or are you more likely to meet tight deadlines? Stress those benefits to your manager who, like most, is probably struggling to "do more with less" these days.

Instead of "convincing", try to **gently** question the reluctant manager about why he or she won't let you give it a try. You might find the manager's reluctance is based on misinformation about what telecommuting is and how it works.

Do your homework and come up with some examples of other employees who are successfully telecommuting in your organization (yes, they're there even if you don't have a formal program). Tell your manager about them and encourage him/her to speak with the manager of those telecommuters to get some insights into how it's working. Your manager might be more receptive to what that other manager has to say.

Try to get your manager to let you telecommute one day a week for a month - that four-day trial is pretty much risk-free.

2. How does the employer deal with the fact that some people can telecommute and others just can't?

First, make it clear that telecommuting is nothing more than a different job assignment, and not a perk or benefit. The key is to prevent the perception that employees are entitled to telecommute. Also, many employers have found that offering a range of flexible work options is an effective way to avoid these problems. Those who can't telecommute might be able to job-share or work in some other kind of alternative schedule or staffing arrangement.

3. I'm a manager who's interested in the idea of telecommuting but I'm pretty uncomfortable with trying to manage at a distance. What can I do?

Think about the reasons for your discomfort. In most cases, it's because you're concerned about the fact that telecommuting might work for some employees but not others, or that you're not sure how you'll know what people are doing when working away from the office. Keep in mind that telecommuting is not for everyone, and certainly not for your staff who are not meeting expectations in the office.

As for managing at a distance, it's really no different from managing in the office. That is, good managers set expectations, monitor progress, give feedback, and do all the other basic managerial tasks for employees no matter where they work.

A side benefit for managers of telecommuters is that they often find they have more time for their own work now that they are spending less time in direct supervision of telecommuters. This is a big advantage in today's lean, flat organizations.

4. My boss is pressuring me to let some of my people telecommute, but I don't really like the idea. What should I do?

It depends on why your boss wants you to do it - and why you're reluctant. Generally, managers shouldn't be forced into telecommuting any more than employees should. But sometimes higher-level managers are anxious to give the concept a try, or they have reasons for trying it that have not been discussed.

The best solution is to handle it the same way you'd handle any other difference with your boss: try to get into a discussion about why telecommuting is being suggested, how the boss thinks it might work, and what your own concerns about it are. Recognize that your boss might have some good reasons that could change your mind, and maybe you have some reasons why the boss should back off. Sometimes, however, the fact is that you're going to have to give it a try just because the boss wants you to. In that case, do your best to give it a fair try with the best chances for success - you might be pleasantly surprised how well it works out.

5. How does telecommuting affect the performance appraisal process?

Managers really shouldn't have to do anything very different when doing appraisals for telecommuters. The appraisal should focus on the results that were expected and achieved. What counts is the product, or the deliverable - not the number of hours the person spent in the office.

Sometimes, managers of telecommuters might find that their telecommuters have discovered new, more efficient ways to get the job done. If that's the case, be sure you don't penalize your telecommuters for being creative - as long as they are still able to deliver what you expect from them.

6. What should I do with a telecommuter whose performance is slipping?

Handle that person exactly the same as anyone whose performance is slipping. Try to analyze what's causing the problem, discuss it openly with the employee, and get him/her involved in the problem-solving. Most important - make it clear that the continued ability to telecommute will depend on bringing performance levels back up to what's needed to meet your expectations.

While most employers have telecommuting policies or telecommuting agreements that give the manager the right to bring the person back into the office if performance slips, that should be your last resort, not your first resort. Manage this performance problem just as you would (and should) for any employee.

7. I have a feeling my telecommuter - who is a terrific employee - might be doing some work for another company using our equipment from home. What should I do?

This is an updated version of the old "moonlighting" problem - in fact, one writer referred to it as "sunlighting" because it takes place during the day.

Your response to this must be handled properly, and you might want to consult with your Human Resources staff for assistance. First, ask yourself what evidence or indication you have that the problem exists; if you are not convinced and don't have any proof, you might be better off not mentioning it. Second, check to see what your organization's policy is on outside employment; it's not uncommon for people to have second jobs, but there are usually restrictions on what kind of work they do or who employs them. Last, deal with the telecommuter as you would any other employee with a performance problem; state your concern directly and factually, express your dissatisfaction and inform the employee about possible consequences, then get the employee involved in the discussion.

Performance problems of any kind are more likely to get solved and stay solved if the employee is part of the solution. Managers who impose a solution or who manage by threat or edict may get short-term compliance, but may also lose the employee's long-term commitment.