Human Resources: Maintaining a Presence When Teleworkers are Nowhere to be Seen

Out of sight, out of mind.

The phrase was almost custom-made for teleworkers.

They toil from home or a remote work center, keeping touch with co-workers, peers and managers by e-mail, instant messaging and telephone. Yet, for all the in-house workers know, teleworkers could be hitting the gym, relaxing, or generally being derelict in their obligations to the team back at the corporate hive.

Maybe the teleworker is the hardest worker in the group. Maybe he or she is the team leader. Regardless, co-worker suspicions could place a teleworker in the hot seat to account for their time and activities outside the office, and justify the continuation of the telework program - especially if telework is a full-time arrangement.

Finding the right balance between keeping the teleworker and in-house peers in each others'' loops - without being overbearing and pushy in an apparent attempt to justify the telework arrangement - takes planning and practice by the teleworker and the HR manager.

To avoid complications, HR managers must help teleworking teams lay out their mutual obligations. Creating a teleworking agreement that outlines at least minimum reporting and contact standards can help set the standard for information flow from teleworkers to corporate office workers.

For their part, teleworkers must not only maintain their relationships with co-workers, but also improve those relations to buttress against their worst fears. It''s imperative that teleworkers take the initiative, lead where appropriate, prove their worth by example and let the relationship mature so trust becomes second nature.

"People have a tendency to jump to their own conclusions about your working behavior if you are not in the office providing visual cues," says one telework advisor. "Send the right messages."

Here''s a few ways an HR manager can help teleworkers keep a low-hassle, high profile - even when a teleworker''s physical profile is miles from the corporate office:

On the days before their telework days, have teleworkers remind people that they''ll be teleworking. In fact, if it''s a flexible schedule, give them as much advance notice as possible, so team members can work around the teleworker''s schedule. Teleworkers should provide co-workers with all their appropriate contact information (home office and wireless phone numbers and e-mail). This will help reassure them that teleworkers are just a phone call or message away.

On the mornings of their telework days, teleworkers should sign on to the network, and alert the team that they''re open for business - and will be available during specific core hours.

Reiterate that just because they''re working from home, teleworkers should be treated as if their home offices are a traditional work location. Co-workers cannot hesitate to contact the teleworker during work hours, and if an urgent matter that requires a meeting comes up, remind them that the teleworker will attend.

Teleworkers should take full advantage of the days they''re in the corporate office. Schedule meetings, lunch and chats with managers and peers. Stay informed about company events or team members'' important milestone events. Sometimes no matter how hard they try, teleworker may fall out of the loop for information. Strive to stay informed and connected.

Perform. The best way to allay your peers'' fears about one''s role as a teleworker and improve their relationship with them is to insist on management by results, and then achieve or surpass co-workers'' - and manager''s - job performance expectations. This will go a long way in building bridges between the home office and the corporate office, and keep the teleworker front of mind as a valuable - albeit remote - worker.

HR managers should periodically check in with telework teams to see how the program and camaraderie is developing or progressing. Don''t hesitate to revisit agreements to make improvements, or to reel in a specific arrangement that''s not performing as planned. Telework is a perk, not a right. Make sure it meets the company''s needs - and keeps all involved content.