Yet most IT workers today still have to request to work from home. Telecommuting typically is authorized based on specific needs, such as child care, a long commute or recovery from illness. This ad hoc approach is mostly because few companies have established telecommuting policies. That soon will change, however: By the end of 2003, more than 75 percent of the Global 2000 (the largest 2,000 companies worldwide) will have such policies in place, according to Meta Group research.

Homey Jobs

Between 11 million and 14 million U.S. workers across various industries and jobs telecommute at least one day a month; the majority of these are IT workers, ranging from software developers to call-center and helpdesk specialists. More than one-quarter of U.S.-based Global 1000 companies have workers who telecommute on a regular basis.

Take the software developer, whose contact with users or customers occurs mostly in the initial development phase. The developer can then theoretically write the subsequent code from anywhere, assuming he or she has direct network access from home with an ISDN line, cable modem or DSL, and occasionally visits the office. The same is true of the internal IT helpdesk and customer-interaction staff: These employees can often do much of their work by phone and e-mail, though face-to-face communication with a user may be necessary or helpful at times.

A major New York brokerage turned to telecommuting after its IT job turnover rates rose above 15 percent. The firm's telecommuting program, aimed at its 1,700 programmers in the New York City area, proved less expensive than constantly replacing IT staff. It cost the brokerage about $500,000 to implement the program -- about $3,000 per year per employee. But there were unexpected savings, too, such as lower electricity bills, which shaved $1 million off the company's operating budget.

It works like this: A programmer has to be on the job for at least 90 days before he or she can request telecommuter status. If accepted, the programmer is obligated to commute to the office one day a week. He or she undergoes a full day of training on how to set up a safe and ergonomically correct work environment at home, as well as on the logistical and emotional issues associated with working from home. Each programmer's work space is then inspected, and the home owner's insurance policy is checked for work-at-home stipulations.

Managing 'Workers in Slippers'

So how do you manage the software developer coding away in his sweats and slippers? Successfully rolling out and managing a telecommuting program require planning and communication.

First, you need an information communications hub -- a task force of managers from various groups affected by the program, an IT representative and human resources. The group's job is to evaluate the way IT work takes place in the traditional office environment:

>> Are managers directly involved on a daily basis in their workers' activities?

>> Is administration management centralized (with a single administrative assistant and an HR manager) or decentralized (where individuals report their own attendance and benefits via an intranet or other mechanism)?

>> What mechanisms for communication exist and which can be adapted to telecommuting?

The next step is determining who's cut out to work at home. Just as not all jobs are cut out for telecommuting, not all IT workers are either. Establishing eligibility for telecommuting falls into two categories: suitability of the position and performance record of the IT professional. The key is offering the option to work at home to self-starters. The ideal IT telecommuter has:

>> A willingness to share information and to keep his or her manager, peers and customers up to date on his or her activities and whereabouts.

>> An ability to work independently, without constant feedback.

>> Flexibility, with the ability to solve problems independently, such as how to obtain information to get the job done when no support staff or manager is available to assist.

Some companies administer tests to potential telecommuters. An employee with a poor record in the office is unlikely to be considered a candidate. A competency matrix that includes qualifications and ratings to determine telecommuting suitability is useful (see "Competency Assessment Matrix").

Not Just the Fax, Please

Inadequate technical infrastructure can sabotage telecommuting goals. Companies must make an initial investment in the home office, with separate phone lines, basic office necessities and a stipend for other office expenses. Stipends can be paid as an annual voucher or a monthly allotment. Companies also need to discuss regulations concerning tax implications -- the employee's responsibilities and those assumed by the organization.

But merely providing a computer, desk and stipend isn't enough. Other elements need to be addressed, such as after-hours helpdesk support.

Organizational design also must be a central component of a telecommuting framework: The key here is to ensure maximum opportunity for communication between the telecommmuting IT worker and the rest of the team. There's the potential for isolation and the stress of working alone without immediate feedback. So managers must understand fully the telecommuter's work process and provide options for these employees to be in touch, such as setting up a phone bridge so they can participate in staff meetings, or offering special time for feedback and questions.

Technology professionals were one of the first groups to request more flexible and open work arrangements. Employers are recognizing that it's cheaper for IT staff to work from home or in smaller satellite facilities. There's also the productivity factor -- telecommuters are as much as 25 percent more productive than office-based employees. So if you don't already have a telecommuting program and policy in place for your IT staff, it's time to consider one.