Page 135 - Managing the Mobile Workforce
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114 � mAnAgIng the moBIle workForCe
their program into overdrive. The ways in which Arizona’s program
grew is also instructive.
In 1989, before iPhones, iPads, or even iPods, four state departments
partnered with AT&T to demonstrate that telework could be a useful
strategy for reducing travel for both public employers and private em-
ployers. Calling it the Pilot Phase (from 1989 to 1993), they developed
telework policies, a telework agreement, and a helpful guide for tele-
working. The state and AT&T then selected and trained participants.
After six months, participants, their supervisors, and their coworkers
were surveyed. The results showed not only that travel could be reduced
but also that employee productivity, efficiency, and job attitude had the
potential to increase because of the improved work environment.
As a result, the state moved into a Formal Program and Develop-
ment Phase (1993–1996), and at that time 13 additional state agencies
joined the program. In 1996, an overall evaluation of the program
was conducted. The current Mandated Program Phase began in 1996,
and it continues to the present. The governor of Arizona mandated in
1996 that all state agencies implement the telework program with a
goal of 15 percent employees in Maricopa County actively telework-
ing. In 2002, that goal was reached, and then-governor Jane Hull ex-
panded the telework mandate to 20 percent active participation. State
managers—who know a good thing when they see it—now combine
telework with compressed workweeks, flextime, and other flexible
workplace options in order to retain and attract employees. Business
continuity is important at the state level too, and employees with criti-
cal functions are trained to telework. Full-time virtual teleworking to
reduce office space costs is also encouraged.
Arizona is a role model for rolling out a telework program and an
example of how moving to mobility can serve employees, the organi-
zation, and the owners (in this case, the taxpayers).