Those elements apply to both existing and new telework agreements. Existing arrangements should be reconfirmed in an updated agreement that uses the new policy, according to Senechal.

But, perhaps as important as clarifying the University’s stance on teleworking, officials hope the policy gives the UW a competitive advantage in a tight job market.

“The Telework Policy provides UW departments with a new option for taking advantage of modern technology to retain and attract high-quality staff in an extremely tight labor market,” according to Executive Vice President Weldon Ihrig.

In fact, Bridgett Chandler, the assistant vice president for regional affairs, says teleworkers and their managers can both benefit from the arrangement. Chandler manages two employees who primarily telework.

“Certain personal or environmental circumstances can make telecommuting a more viable option,” she said. “It reduces the time and hassle of commuting. And recognizing that life circumstances change and then providing some flexibility really helps build loyalty among employees.”

That’s exactly the sort of effect human resources officials are hoping for.

“Right now we have a very competitive job market. Anything we can offer to make working conditions more desirable and flexible will be a recruiting advantage,” Senechal said. “Certainly we’re already competing with employers who offer these kinds of things.”

In fact, the number of teleworkers nationwide has grown to 19.6 million, according to a survey conducted last year by Joanne Pratt, a Dallas-based consultant who helps businesses implement telework arrangements. Fifty-three percent of the teleworkers surveyed by Pratt said that in considering a new job it would be “important” or “extremely important” to have the ability to work at home at least some of the time. Only 14 percent said it was “not at all” important.

Limited office space forced Susan Freccia to spend most of her workday at home. But Freccia, who works under Chandler’s supervision in the Office of Regional Affairs, says she now prefers teleworking even though it tends to extend her workday.

“Some people want a job that when they leave work, they leave it behind and don’t have to worry about it until 9 the next morning. They need that sort of division. I don’t have a clear definition of work time versus personal time and that doesn’t bother me one bit,” she said.

But full-time telework arrangements like Freccia’s are more the exception than the norm, according to Liz Coveney, director of human resources administration.

“Most of the current arrangements involve telecommuting one or two days a week as opposed to a permanent work station at home,” Coveney said.

Officials don’t expect a large-scale exodus from campus to the home office. Since many campus jobs are client driven, a part-time presence on campus - at the very least - is more likely to be the norm.

“The decision to telework or not to telework is generally driven by the type of job a person has and whether it’s feasible for an individual to work away from the office,” Senechal said. “More than having the technology, the nature of the work is a key factor.”

Officials say the policy is designed to encourage structure and accountability in telework agreements. For example, there should be clear performance expectations and measures, an established schedule and regular communication. The telework agreements should be for a prescribed time and reviewed periodically.

University officials also hope the policy will enhance the UW’s reputation as a quality, flexible and caring employer.

“For management it’s great to have a tool to use in addressing attrition and turnover,” Senechal said. “If the ability to telework even one day a week is a factor in a good employee deciding to stay here versus going somewhere else, that’s a powerful tool for managers.” ¶

Steve Hill