act 2014 case studies telework so cal program msrc
TRANSCRIPT
e-planning
Case Studies: Telework SoCal
Program, MSRC
Presented by Elham Shirazi at
ACT Conference, 2014
e-planning
Program Objectives
• Develop an understanding of why more
Southern California firms are not
teleworking
• Understand Barriers to Telework and
Increased Opportunities for Teleworking
• Develop a Demonstration Program
• How to Overcome Employer Resistance
• Provide Tools to Local Rideshare
Agencies
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Evaluation of Three companies
Three of the companies that participated in the
program are:
• The Press Enterprise
• The J. Paul Getty Trust
• County of Riverside Department of Public Social
Services
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Implementation steps followed by
all companies
1. Gain Management Commitment
2. Select Telework Coordinator
3. Form a Steering Committee
4. Develop Policies/Agreement
5. Assess Costs and Savings
6. Develop Technology Component
7. Select Appropriate Jobs
8. Select Participants and Supervisors
9. Implement Program
10. Train Teleworkers and Managers
11. Evaluate and Troubleshoot
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The J. Paul Getty Trust
Reason for implementation
• To reduce carbon footprint
• To increase availability of parking for museum visitors
• To increase employee engagement and improve work-life
balance
• About 85 employees were selected for the pilot. The range of
teleworking varied from once a week, to one to three times
per month, and for special projects.
• Approximately 80 teleworkers and 25 managers participated
in the surveys
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Survey Results
• Teleworkers save an average of
110 minutes by not having to
commute on telework days.
• They drive, on average, 445 fewer
miles per year because of
teleworking
• They save 365 pounds
of vehicle emissions and 40,600
pounds of greenhouse gas.
• J. Paul Getty Trust employees are
using 1,970 fewer gallons of
gasoline because of the telework program.
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Employees are happier and more
productive
• 85% said their morale improved
because of teleworking and 88% of
managers said morale improved.
• 53% said they are less likely to look
for another job because they can
telework.
• 95% believe that teleworking is
good for the organization and 92%
of managers believe the same.
• 70% said their productivity
increased because
of teleworking.
• 43% said the quality of their work
has improved with teleworking.
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Employees
Managers
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Effect on communication and
workflow
• 95% said that adequate, clear
communication with their
supervisors is not a problem when
they telework. 83% of managers
agreed that communication is not
a problem.
75% of managers said teleworking
does not make it difficult to
hold group meetings.
• 79% of managers said that it does
not take more time to supervise
employees who telework.
• 67% of managers are not worried
about work getting done
when their staff is teleworking.
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Employees
Managers
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Expanding the Program
• 62 % of managers allow all of their staff to
telework. Of the remaining managers,
66% plan to allow more employees to
start teleworking.
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Press-Enterprise
Reason for implementation
• Increase productivity
• Employee retention
• Workspace flexibility
• About 15 employees participated in the telework pilot, and
were chosen by the HR Director and the employee supervisor.
• Most of the teleworkers and telemanagers participated in an
online survey designed to obtain information about their
experience with telework
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Survey Results
• Teleworkers save an average of 70 minutes by not
having to commute on telework days.
• On average, they drive 1,700 fewer miles per year
• The Press-Enterprise telework program is keeping 170
pounds
of vehicle emissions and18,800 pounds of
greenhouse gas.
• They are using 916 fewer gallons of
gasoline because of teleworking.
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Employees are happier and more
productive
• 82% said their morale improved
because of teleworking and 100%
of their managers agreed.
• 73% said they are less likely to look
for another
job because they can telework.
• 100% believe that teleworking is
good for the organization and 67%
of managers believe the same
thing
(33% of managers were neutral).
• 64% of teleworkers said their
productivity increased because of
teleworking.
• 45% of said the quality of their work
has improved with teleworking.
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80
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Employees
Managers
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Effect on communication and
workflow
• 91% said that adequate, clear
communication with their
supervisors is not a problem when
they telework. 100% of managers
agreed that communication is not
a problem when employees
telework.
• 67% of managers said teleworking
does not make it difficult to hold
group meetings
• 78% of managers said that it does
not take more time to
supervise employees who telework.
• 89% of managers are not worried
about work getting done
when their staff is teleworking.
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60
80
100
120
Employees
Managers
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Expanding the program
22% of managers allow all of their staff to
telework. Of the remaining managers,
78% plan to allow more employees to
start teleworking.
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The County of Riverside Department
of Public Social Services
Reason for implementation
• Reduce infrastructure needs while expanding the workforce
• Improve the county’s recruitment and retention efforts by
• offering a formal telework program
• Improve productivity by reducing absenteeism
• Comply with the requirements of the South Coast Air Quality
• Management District’s (SCAQMD’s) 2202 ruling
• Improve business continuity
• Sixty-two employees participated in the telewok pilot and were
chosen by their division directors.
• Approximately 50 teleworkers and 45 managers participated in
the surveys.
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Survey results
• Teleworkers save an average of 90
minutes by not having to
commute.
• The average DPSS teleworker drives
3,000 fewer miles per year
because of teleworking.
• The DPSS telework program is
saving 1,380 pounds of vehicle
emissions and 153,500 pounds of
greenhouse gases and the
employees are using 7,450 fewer
gallons of gasoline.
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Employees are happier and more
productive
• 79% said their morale improved
because of teleworking and 71% of
managers said morale improved.
• 82% said they are less likely to look
for another job because they can
telework.
• 93% of teleworkers believe that
teleworking is good for the
organization and 87% of managers
believe the same.
• 68% of teleworkers said their
productivity increased because
of teleworking.
• 71% of teleworkers said the quality
of their work has improved
with teleworking
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30
40
50
60
70
80
90
100
Employees
Managers
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Effect on communication and
workflow
• 94% said that adequate, clear
communication with their
supervisors is not a problem when
they telework. 78% of managers
agreed that communication is not
a problem.
• 71% of managers said teleworking
does not make it difficult to
hold group meetings.
• 67% of managers said that it does
not take more time to supervise
employees who telework.
• 80% of managers are not worried
about work getting done when
their staff is teleworking.
0
10
20
30
40
50
60
70
80
90
100
Employees
Managers
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Expanding the program
64% of managers said they plan to allow
additional employees to begin
teleworking.
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Project savings
• The project yielded saving in the
following categories:
• 246,300 pounds Annual Greenhouse Gas
saved
• 2,189 pounds Annual Vehicle Emissions
saved
• 242,727 total Vehicle Miles travelled
saved annually (10 times around the world)
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242,700 miles is 10 times around the
world!
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246,300 pounds of greenhouse gas
is the equivalent weight of a train
car!
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2,189 pounds of vehicle emissions is
the weight of a large polar bear!
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Lessons Learned
• Rule 2202 was not high on the list of employers that
agreed to participate
• Main reasons were savings on space, work-life,
recruitment and retention
• In most cases, the pilots met their goals
• Lowest hanging fruit have a program (informal or
formal in place)
• Second tier marketing is much harder
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Lessons Learned
• The economy created a risk adverse climate that
hurt recruitment
• Even the employers that committed to pilot
programs were impacted by the economy
• Once management at the highest level was
engaged the pilots grew beyond expectation
• The recruitment cycle is long and getting access to
key people takes lots of effort
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Recommendations
• Work with C-level executives to gain commitment
• Need strategic alliances with organizations to co-
market teleworking, examples can include Society
of Human Resources, Larger Chambers of
Commerce, IT related and Facilities related
associations
e-planning
Contact Information
Elham Shirazi
424.278.1471 office
213.248.0030 mobile