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TELECOMMUTER GUIDELINES-Objectives
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Management UP:Table of
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Chapter 1
Telecommuter Guidelines
Objectives
While the Telecenter is very similar to the traditional work
place, when you begin telecommuting, you should try to carefully
plan your day(s). After you telecommute several times, the
planning process becomes easier. This section provides
information on developing work objectives, organizational and
time management strategies, communication methods, technology,
and problem resolution techniques as they relate to
telecommuting.
Objectives
Managing by objectives is a process that helps an employee
account for his/her time on the job as well as documents what is
accomplished on a regularly scheduled basis. The process can be
complex or simple.
Setting objectives is usually a process which requires input
from the employee as well as the supervisor. It is not uncommon
for the employee and the supervisor to negotiate objectives
together. Taking into account both the supervisor's and the
employee's points of view ensures that realistic objectives are
set. The objectives process is a tool that can be used to
communicate expectations and realistic achievements between the
supervisor and employee. It should also help the employee become
better organized.
Steps for Setting Objectives
Managing by objectives is a three step system: first, job
responsibilities (or a job description) are reviewed and
analyzed; next, objectives are determined and a time frame
established for completion; and last, a review is conducted to
determine if the targets were achieved, and if not, why not.
Job Responsibilities
First, identify your job responsibilities. Start by using
the job description for your position. Divide your job
responsibilities into three categories: knowledge required,
skills required, and employee traits. Refer to Exercise #1 in the "Hands-On Approach"
chapter.
Setting Objectives and Deliverables
Once the responsibilities are identified, determine what tasks
should be done to accomplish the job. This is the process of
developing objectives. Objectives are simply "what needs to be
done". You may want to set your objectives for a week at a time,
a month at a time, or even for a quarter of a year.
It is important to work with your supervisor in developing
job responsibilities and objectives. A recommended way of using
these exercises is for you to fill out a set of worksheets and
then for your supervisor to fill out a set of the same worksheets
for your job. Next compare the two. It will be enlightening
for both of you to compare the similarities as well as the
differences. Once you have compared notes, combine the two and
negotiate exactly what will be expected of you during a specific
time frame. See Figure 1, "How to
Develop Objectives." Deliverables are the actual work you agree
to produce or the end result you can deliver. It is possible
that you will not be able to work on everything that is outlined
in your job responsibilities description during a particular
objective-setting period. Reasonable time frames for completion
of the deliverables must be scheduled. Refer to Exercise #2
in the "Hands-On Approach" chapter.
Status Reports
If you establish monthly objectives or quarterly objectives,
you might consider preparing a status report once a week (for
monthly objectives), or once a month (for quarterly objectives).
This will help you keep your accomplishments in mind when you are
ready to complete your review. Sometimes it is difficult to
remember what you did at the beginning of the month, or even
three months ago! A status report will show your supervisor
exactly what you are doing.
Review
Last, you and your supervisor should review the objectives
from time to time. It is impossible to know if you have been
successful unless there is a review process in place. The review
step builds upon the job responsibilities and the
objective-setting exercises. Usually the review process is
conducted by the supervisor. However, in today's self-managed
environment, more and more supervisors are asking employees to
rate themselves. You may find you are also responsible for the
review step. Sometimes the employee rates himself/herself and
submits the rating to the supervisor for discussion.
Once clear and detailed deliverables have been identified with
a time frame for completion, the review process becomes a matter
of indicating whether or not the deliverable was met. There are,
however, times when extenuating circumstances prevent the
deliverable from being accomplished. When that occurs, the
extenuating circumstances must be taken into consideration and
the deliverable should be re-established with a new time frame.
When the deliverable has been met, is on time, and the quality is
satisfactory, then you have been successful! Figure 2 shows how the cycle of
objective-setting works. Refer to Exercise #3 in the "Hands-On Approach"
chapter.
Team Work
Some groups that work as a team set team objectives for
everyone on the team once a year. In that circumstance, an
individual employee doesn't have to develop objectives and
deliverables. Your work group may have an annual business plan
or mission statement that spells out what is expected of your
group. It then becomes a process of determining where you fit
into the business plan or mission statement and identifying your
responsibilities for the group's deliverables.
Keep It Up
The first couple of times you use the managing by objectives
process it may seem overwhelming. But once you have defined your
job responsibilities and obtain some experience in writing
objectives and reviewing the deliverables, it becomes easier.
Most telecommuters find this is a great method of communicating
their progress and status reports to their supervisor. This
process facilitates clear communication between the employee and
supervisor because the employee knows what is expected of him/her
and the supervisor has a clear idea of what is being
accomplished.
Figure 1
How to Develop Objectives
Figure 2
The Employee's Involvement
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