Work at Home?—How to Tell If It’s Right for You

Q. I have a good job as an electrical engineer with a good company, and want to continue my career after having my baby, by working at least three days a week at home. I know I can do this? How do I approach my company? --Melissa T.

A. Flextime is becoming more and more common, but your success depends on several factors: your company’s willingness to allow it; your ability to do the job while at home; your ability to work in a disciplined way.

Start by asking your boss if he or she is comfortable with your working a flexible schedule. If the answer is no, don’t pursue it any further. If the company will consider a proposal, then it’s up to you to convince your boss that this won’t be a problem. If fact, with some careful analysis you might even be able to present it as an opportunity.

But according to new research by Catalyst, a New York non-profit organization that studies issues facing women executives, getting your company to agree to an alternative schedule is the easy part. Getting the schedule to work is far harder, requiring you to become a proactive planner and to overcome any coworker resentment. Here are four important steps to take:

Submit a written proposal

to your supervisor, detailing how the new schedule will improve or maintain productivity. Marcia Kropf, vice president of research at Catalyst, suggests you identify the "core duties" that you'll continue to be accountable for. You might also set a “contract” for hours in the office, which should include “core hours” in which you’ll be available for meetings and communication with co-workers. You may also need to be flexible if something important is scheduled on one of your “home days,” and adjust your schedule to meet co-worker needs. (Flex-workers need to realize that the office schedule doesn’t revolve around their schedule—it’s the other way around.)

Schedule a follow-up meeting.

Once the arrangement is approved, meet periodically with your boss to reassess the new schedule. You, your boss, and co-workers might want to consider a “trial” period for three to six months to assess how the arrangement is working. Talk to your co-workers one-on-one and ask how it’s working—and be willing to listen to their concerns. Then, be prepared to adjust your schedule if it doesn’t fit others’ needs.

Counter any coworker resentment with a smile.

If staffers comment about your taking days off when you're actually telecommuting, remind them that even when you're at home, you're still on the job. If they say, “Have a nice long weekend,” simply say, 'I'll be working at home tomorrow. Call me if you need me,'" Kropf advises.

Think proactively.

Instead of expecting people to remember your schedule, send an email to coworkers reminding them that you'll be working at home on specific days and suggest a time before then to discuss upcoming projects. Give them a number to reach you at home "People will think of you as being responsive," says Kropf. (Catalyst has published three reports on managing flextime you may find helpful, available at info@catalystwomen.org.)

Leslie de Pietro, coordinator of the University of Michigan’s Work/Life Resources Program, says the benefits of creating a flexible workplace are many, and they don't accrue to just the employees. Employers also have a great deal to gain. She says a flexible workplace can reduce employee stress, improve morale, and increase employee loyalty to the organization, which may then be better able to recruit an d retain competent staff members. In addition, varied schedules may allow the organization to provide extended hours of service. Productivity may even increase when employees are allowed to work at off-peak times with fewer interruptions.

Flexible scheduling also can allow for more efficient use of limited office equipment as well as parking and office space. Furthermore, says de Pietro, there may be environmental benefits for commuters who drive to the office less frequently or who arrive and leave at times other than rush hour, shortening travel time.

She also says that flexibility requires behavior changes on the part of managers, employees and systems. “It feels to many managers like they're giving up control." Concerns also can include maintaining good customer service, communication, potential for abusing the flextime privilege, and the possibility of employee fatigue.

De Pietro recommends that employee proposals for flextime should stress how the changes can benefit your organization. They should answer such questions as: How will the work be accomplished when you are unavailable? Will there be extra costs involved? Will customers be inconvenienced or better served? Will your work group be supportive of your request and have you addressed their concerns? You can reach DePietro at umich.edu/hraa-hraa/worklife.