TransLink Telework Pilot Project Summary Report
Introduction
TransLink has a mandate for the desin and financing of roads, bridges and public transit in Metro
Vancouver, as well as programs that reduce the number of single occupant vehicle commuting trips in
the region; programs such as ridesharing, cycling, walking and teleworking. These programs are
collectively referred to as Transportation Demand Management, or TDM, and are delivered under the
TransLink TravelSmart brand. TransLink has undertaken several initiatives to encourage and support
various alternative transportation modes, and has recently developed specific strategies to promote
teleworking.1
In addition to its ongoing TDM programs, TransLink is now responsible for developing strategies to
reduce traffic in the region during the 2010 Winter Olympic Games, with a target of reducing
“background traffic” by at least 30% during the Games. The experience of other Olympic host cities
shows that reduced traffic levels can be achieved through a combination of strategies, including
enhanced public transit services, business and school adjusted operating schedules or temporary
closures, and teleworking on a broad scale.
Background
What Is Telework?
Teleworking refers to an alternative work arrangement wherein an employee works away from the
primary workplace rather than commuting to the central office.2 It is a concept that involves
flexibility of both time and location. The telework space may be an employee‟s home office, a
company‟s satellite office or another mutually acceptable location. Teleworking can take place
either part-time or on a full-time basis, on a fixed or flexible schedule. For the purposes of the
TransLink telework pilot, the definition of telework referred specifically to an employee who
would usually work full-time at a specific office location, but would instead work from home one
to three days per week.
The practice of teleworking has been adopted in countries all over the world, notably in the United
States where federal legislation requires employers of a certain size to implement TDM programs
(including telework) for their employees. In addition, U.S. federal government executive agencies
are required by law to establish telework policies to enable eligible employees to telework.3 In the
McLean‟s Magazine 2008 report “Top 100 Canadian Employers”, 14% offer teleworking as a
work option.4 Similarly, 28% of the companies profiled as the top 50 employers in BC reported
that they offer a telework option to employees. Many organizations now consider teleworking as
an important worker recruitment and retention tool along with other flexible work and work/life
balance programs.
For details on various alternative transportation initiatives, see TransLink’s TravelSmart web site at
http://www.translink.ca/en/TravelSmart.aspx
2 The term “telecommuting” is sometimes used to describe the same arrangement. The term “telework” with the
Greek root “tele” meaning “far”, means working from a distance, thus avoiding the need to commute by working
from a home office.
3 See the official web site of the US federal government’s telework program at www.telework.gov and the
document “A Guide to Telework in the Federal Government“ under the heading Guidance and Legislation.
4 See MacLean’s Magazine 2008 “Canada’s Top 100 Employers” report at
http://www.canadastop100.com/national.
1
2
There is significant literature available illustrating the many benefits of teleworking to employers,
employees and society at large. In fact, many of the potential benefits of telework can align with
an organization‟s existing short and longer-term business objectives. Implementing a telework
program can be a strategy to meet those objectives. Table 1 presents the many potential benefits of
telework and how they might align with common business objectives.
Table 1. Potential benefits of telework and their alignment with common business objectives
POTENTIAL BENEFITS OF TELEWORK
COMMON BUSINESS OBJECTIVES
To employers:
Improved productivity
Increase productivity and working efficiency
Reduced absenteeism
Reduce absenteeism
Improved employee morale
Improve employee job satisfaction
Attract and retain staff
Improve recruitment and retention of staff/Reduced
staff turnover
Real estate cost savings
Reduce real estate expenses
Reduced parking supply needs
Develop a Transportation Demand Management
(TDM) program; reduce parking supply costs
Improved business continuity
Emergency preparedness/disaster planning; Policy to
ensure continuity of operations in event of an
emergency or disaster (road closures; power outages;
severe weather events, pandemics)
To employees:
Improved productivity
Better work/life balance; reduced stress
Develop flexible work options for employees
Implement “healthy workplace” policy
Reduced personal transportation costs
Time-savings
To Society as a whole:
Reduced vehicle emissions resulting from
employees commuting choices
Environmental goals to reduce emissions from business
and related operations
Reduced traffic congestion
Social/environmental responsibility
Reduced impact on road network
3
Many employers have traditionally allowed their staff to work from home, on an as-needed basis.
With advances in information and communication technologies, the informal practice of
teleworking has become much more common. Under these circumstances, policies to guide the
practice are rare, and approval for teleworking is left to the discretion of individual managers.
While this approach offers flexibility to managers and teleworkers, in the absence of any policy or
documented approval for teleworking, it may also leave an organization vulnerable to liability
risks such as information security or workplace injury while an employee is working from home.5
A lack of structure may also mean inconsistent telework practices across the organization, which
may then lead to perceptions of inequities and thus poor staff morale. In addition, informal
telework practices tend not to be recorded or tracked, making the potential benefits of teleworking
difficult to measure.6
In contrast, formal, or more structured, telework programs are designed to address potential risks,
establish clear company expectations for the program, and ensure the program is equitably and
consistently applied. Formal programs are designed to offer structure while still maintaining the
necessary flexibility for managers and teleworkers. These programs generally include the
following elements:
Telework Policy - guidelines that explain the basic principles and criteria for teleworking,
and any other relevant information on the company‟s approach to telework.
Selection Criteria - a tool for managers to objectively evaluate an employee‟s suitability
to telework. Criteria define and clarify the selection process for all staff; they may include
the type of job tasks performed, and secondly, the skills and work habits required for a
successful telework experience.
Telework Agreement - a clear statement of terms and conditions under which the manager
and teleworker agree to undertake the telework arrangement. The telework agreement may
address frequency of telework, hours of work, work tasks to be undertaken, performance
measures, equipment needs, communication issues, security and health and safety
requirements.
Home Office Checklist - The home office is considered to be an extension of an
employee‟s work environment. Consequently, existing health and safety policies for the
primary work location should also apply to the telework environment.7 The approach that
organizations use to ensure the home office meets these requirements can vary. Some
organizations require a health and safety officer to visit and inspect a teleworker‟s home
office as a condition for approval of teleworking, while a more common approach is to
include a Home Office check-list as part of the telework agreement.8
5
Canadian Center for Occupational Health and Safety (CCOHS) discusses the importance of due diligence as it pertains to the
workplace. http://www.ccohs.ca/oshanswers/legisl/diligence.html. These same principles would apply to the teleworker‟s
home office. A home office checklist included as a component of the telework agreement could address these needs. See
“Telecommuting: A Legal Primer” Business Week web site at http://www.businessweek.com/smallbiz/0003/sb000320.htm.
Note: While this article specifically discusses U.S. legal scenarios, the same cautionary principles should apply in the Canadian
context.
6
Bob Fortier, , “Suitability for Telework: Determining the Scope of Your Telework Program” on the Canadian Telework
Association web site at http://www.ivc.ca/teleworkers/suitability%20for%20telework.html
7
Canadian Centre for Occupational Health and Safety (CCOHS)
http://www.ccohs.ca/oshanswers/hsprograms/telework.html#_1_3
8
Bob Fortier, President, Canadian Telework Association, “Ergonomics for Teleworkers Often Overlooked”
http://www.ivc.ca/health2.html.
4
Telework training – sessions for managers and teleworkers to establish a successful
telework experience, addressing issues such as communication between managers,
teleworkers and their colleagues; how to manage teleworkers; and how to prepare for
possible distractions at home. Training can also include information about the
organization‟s IT, security and health and safety requirements, as well as any other
logistical information relating to the structure and implementation of the telework program.
It is important to note that even if employees in an organization choose not to telework on a
regular schedule but instead on an occasional basis, these program elements can still apply.
The TransLink Telework Pilot Project
In 2006, TransLink conducted a survey of its TravelSmart program member organizations to measure
the potential for telework programs in the region and determine whether there was sufficient interest
to warrant future investment in a telework initiative targeting employers. The survey explored the
prevalence of formal and informal telework programs, the challenges and benefits of implementing
them, plans to expand teleworking in the future, and barriers to further growth of teleworking within
these organizations. Results of the 2006 survey indicated that almost half of the companies that
allowed telework planned to expand teleworking in their organizations within the following 12
months. In addition, 35% of the companies who did not allow telework indicated they were very or
somewhat likely to consider teleworking for their employees. Based on these survey results,
TransLink undertook the Telework Pilot Project in 2007 to illustrate the various benefits of telework,
to gain a better understanding of the needs of employers and their employees in establishing formal
telework programs, and to determine how TransLink might encourage and support the adoption of
telework by employers in Metro Vancouver.
Recruitment of Participants
In early 2008, TravelSmart member organizations were sent a letter describing the pilot project,
and inviting them to participate, either in Group 1, as a Case Study or in Group 2, as full Pilot
Participant. The four case study organizations selected were interviewed about their existing
telework practices, and overviews of their programs were developed as examples to share with
other organizations in Metro Vancouver. Three organizations were selected as pilot participants to
develop new formal telework programs.
Pilot Project Participants
Group 1: Case Studies
Below is a summary of each case study organization.
Business in Vancouver
Business in Vancouver (BIV) is a mid-sized publishing company with 85 employees. BIV
initiated informal teleworking arrangements in 2002. Currently about 10 people perform jobs
in IT, sales, accounting, and writing from their homes. Most of the teleworkers work from
home one day a week, on average, with a lot of flexibility to suit individual working needs.
5
Tourism Vancouver
As a tourism and hospitality organization, many of Tourism Vancouver‟s employees work
face-to-face with client members, members of the hospitality industry and tourists on a daily
basis. However, employees whose work can be performed outside the office have the
flexibility to take advantage of Tourism Vancouver‟s telework policy on an „as needed‟ basis.
The formal telework policy enables staff and managers to telework up to two or four days a
month, respectively. Full-time permanent employees, who have completed their probationary
period, are eligible to telework. Among the 90 employees located in Tourism Vancouver‟s
corporate office, opportunities for teleworking are possible for jobs related to sales, marketing
and corporate services.
Sophos Inc.
Sophos Inc. is a large IT company. There are 1200 workers employed world-wide, with 200
employees located in their Vancouver office. Teleworking was introduced into Sophos‟
Vancouver office in 2005 when a senior manager started working from home. However, the
program became more firmly established when the new Human Resources Manager came on
board in 2007. Sophos‟ telework program is a more informal practice. Approximately 10%
of employees are currently teleworking, two or three days a month. About 85% of employees
already live in the downtown area not far from the office but teleworkers find it useful to work
from home when they need to focus on a particular task such as writing, or when they are
participating in an international conference call outside normal office hours.
WorkSafe BC
WorkSafe‟s Review Division established its Work-at-Home Program in 2004. It was run as a
pilot project for six months and then became formally established in policy. Approximately
25 Review Officers out of 110 employees currently participate in the program, thereby
reducing their commute by one day a week. The type of work they typically perform requires
concentrated analysis of complex compensation cases.
Group 2 – Pilot Participants
Three organizations were selected as pilot participants, and included the financial sector, a crown
corporation and a high tech medical imaging company. All the organizations had existing informal
telework practices to varying degrees, and chose to participate in the telework pilot project in
order give more structure and consistency to their existing practices. Each of the organizations
positioned telework differently, illustrating that a telework program can help achieve varying
business objectives. One organization already included telework references within its existing
healthy workplace policy and wished to give the practice more consistency; one organization
included telework as a component of a new broader flexible work options program to meet worklife balance objectives; and the third organization chose to establish a telework program in keeping
with its corporate social responsibility statements.
The pilot participant teleworkers worked in a variety of departments, including education and
training; IT; securities; human resources; marketing; operations; corporate services; research and
development; safety and environment; and engineering. The most common work tasks reported by
the pre-pilot survey respondents were reading, writing/reporting, research/analysis, project
management and editing. The majority of the teleworkers worked only one day per week from
home. Others teleworked less frequently, while a small number worked from home two days per
week.
6
Credential Financial Inc. and Ethical Funds Co.
Credential Financial Inc. and Ethical Funds Co. (Credential Financial) have approximately
290 employees located in the downtown Vancouver office. According to an employee survey
conducted in 2007, over 80% of employees do not drive to work. Credential had a telework
policy in place prior to participating in the TransLink Telework Pilot. However, telework
activity was generally an informal, ad hoc practice. With February as their busiest time of the
year, and the Vancouver office central to the operations across the country, business
continuity during the 2010 Winter Olympic Games is a high priority. Credential joined the
Telework Pilot to gain more structure and guidance for teleworking, as well as to garner
interest from both staff and management.
McKesson Imaging Group
McKesson Imaging Group (MIG) is a medical software development and delivery company
with approximately 750 employees working in the Richmond BC office. MIG is part of a
much larger organization, with the parent company based in the U.S. and offices located
around the world. The TransLink Telework Pilot Project began around the same time that
MIG began to develop an internal pilot with two flexible work options: telework and
compressed work weeks (cww). Their motivating factors for developing a telework/cww
program included enhancing work-life balance among staff, environmental quality, and
employee recruitment and retention.
BC Transmission Corporation
BC Transmission Corporation (BCTC) employs about 400 people, 200 of whom work at the
downtown office. BCTC already had a policy in place that addressed teleworking as part of
the organization‟s general approach to a healthy work place. While some employees were
already teleworking, BCTC wanted to see an expansion in the practice.
To assist the pilot project organizations to develop various elements of their telework programs,
TransLink provided information resources and on-going support services throughout telework
program development and the six-month implementation period. The primary resource was a
Telework Information Kit, which contained general information about telework and how to
establish a formal telework program, such as how to assess appropriate job tasks and staff for
teleworking, and provided sample policies, telework agreements and home office check list that
the organizations could customize to suit their specific circumstances.9
In addition to the information kit, TransLink delivered telework information sessions to introduce
the concepts to interested staff at each organization before their programs were developed, and
then later delivered telework training to the teleworkers and their managers who were selected to
participate in the pilot in each organization. The content of each organization‟s telework training
session was developed in consultation with the organization‟s Pilot Project Coordinator, and
included elements about telework, specific project evaluation tools and any additional information
unique to the organization which the Project Coordinator chose to address (e.g. IT, health &
safety, telework policy content). Following the telework training session, each organization
implemented their telework program for a six-month period, after which the programs were
evaluated.
9
Contents of the Telework Information Kit are available on the TransLink TravelSmart web site at
http://www.translink.ca/en/TravelSmart.aspx
7
The evaluation tools included a pre- and post-pilot survey to gauge individuals‟ understanding and
expectations of telework before and after the six-month period, as well as feedback forms about
the value of the information kit and information and training sessions. In addition, the teleworkers
were required to use the Teletrips on-line tracking tool developed to estimate vehicle emissions
reductions and commute time and financial savings resulting from various alternative
transportation choices, including telework.10 Teleworkers were also invited to record their
thoughts and experiences throughout the six month period using a telework journal. Some of these
journals were submitted to the evaluation consultant at the end of the six month period and
provided valuable anecdotal information about the challenges and benefits of telework from the
teleworker‟s perspective.
Results of the Pilot Project
The results of the six-month telework period reflected information available in the literature regarding
the benefits and challenges of telework to employers, employees and the broader community. Pilot
Project Coordinators representing each organization reported that the Telework Information Kit
contents were very useful in assisting with program development and implementation.
Overall, the organizations had a positive experience with teleworking. All of them found that
company productivity remained the same or improved as a result of telework, and project
coordinators for each organization reported that no negative feedback was received from participating
managers. One Pilot Project Coordinator reported that at the beginning of the project, they were
expecting more issues to arise than they actually encountered during the six-month telework phase; it
was less difficult than they anticipated.
BC Transmission Corporation
The BCTC approach in the Pilot Program formalized the existing telework practices while
maintaining flexibility in the telework agreements. Their telework policy is part of a broader
Healthy Workplace policy. Performance objectives were met and the employees who participated
in the Telework Pilot Program are continuing to telework. There are still many informal
arrangements but all teleworkers are now required to sign a Telework Agreement. Looking ahead
to the Winter Olympics, BCTC definitely plans to utilize telework.
Credential Financial Inc. and Ethical Funds Co.
A performance review occurred during the course of the Pilot; and performance objectives were
met by the teleworkers and those employees continue to telework. One of the benefits to the
company was monetary savings.
McKesson Imaging Group
The impact of the Pilot Program to the Pilot Coordinator‟s department was mostly neutral, with no
additional time required on the part of the managers. Management support for the program was
strong. One of the company‟s goals for the telework Pilot was to improve work/life balance for
staff. MIG‟s internal post-pilot survey to participating management and staff indicated that this
goal was achieved. Their Flex-time Program which includes teleworking has been expanded and
the company plans to offer the program throughout its Richmond offices in the coming months.
10
For more information on the Teletrip tool, see their website at www.teletrips.com
8
Benefits and Challenges of Telework
Feedback from teleworkers was for the most part positive, although one or two individuals chose
not to continue teleworking for the full six months because they realized after giving it a try, they
were not personally well-suited to telework. Those teleworkers who submitted post-pilot surveys
stated that it took no more than one to four weeks to adjust to working from home. Their stress
levels were reduced – some individuals found stress was reduced even on the non-telework days
when they were in the office – and many reported having extra time to spend with family as a
result of teleworking. Several teleworkers reported that their personal productivity was maintained
or increased; comments received included that telework meant more uninterrupted time and better
concentration, and better ability to focus on projects.
The personal benefits of teleworking were arguably the most notable of the Pilot Project
achievements, with positive spin-off effects to surrounding people and the employers. Individuals
experienced significant reductions in stress, increases in energy at work and at home, and
increases in personal satisfaction with their jobs and the satisfaction that they contributed to the
work of their team members.
Some individuals also reported challenges with teleworking. In particular, remembering to take
breaks during the day, and occasionally having challenges scheduling meetings. The major
challenge reported by all organizations during the pilot was meeting the IT needs for teleworkers,
and encountering technical support issues (e.g. teleworkers unable to connect with workplace
servers).
At the interpersonal level, teleworkers found that while some missed the social interaction of
working with others, they appreciated having uninterrupted time to concentrate on their work
when needed. Through careful planning, teleworkers adjusted their schedules to be available for
meetings. Working from home did not significantly affect the teleworkers‟ abilities to
communicate with their co-workers, managers or clients.
Results reported by Teletrips on-line tracking tool
All teleworkers were required to log information regarding their commuting choices during the
six-month pilot period using the Teletrips on-line tracking tool. For each teleworker, the tracking
tool reports travel distance reduced, time and vehicle cost savings, and vehicle emissions reduced
as a result of choosing not to drive alone to work. The tool also prepares a report for each
organization, providing aggregate results for all participants in that company. 11
11
It should be noted that the Teletrips tool is designed to track several alternatives to driving alone to work, not just
teleworking. Therefore, the aggregate report to each organization provided totals made up of all the alternative choices made
(i.e. transit, ride-sharing, cycling or walking), not just telework days. At the time of the TransLink pilot, the aggregate report
was not designed to provide emissions reductions or vehicle cost savings only for telework days reported. The figures for time
savings and reduced distance traveled, however, did represent savings only for telework days.
9
Teleworkers from all three participating organizations reported a collective total of 766 telework
days during the six-month pilot period. Each teleworker saved, on average, 16 hours and an
estimated $259.20 in vehicle costs (See Table 1). By teleworking and using an alternative mode of
transportation other than a single occupant vehicle over the course of the six-month telework
period, teleworkers reduced or avoided putting 10,319 kg of CO2e gas emissions into the
environment, averaging 229 kg per teleworker.12
Table 1. Savings reported on Teletrips on-line tracking tool for six-month telework period
Travel Saved
(km)
Time Saved
(h:m)
Vehicle
Costs Saved
Telework Days
TOTAL
95,908.03
725:32
$ 11,664.07
766
AVERAGE per teleworker
2,131.29
16:00
$
259.20
17.01
Lessons Learned
While the results of the pilot reinforced much of the information available in the literature regarding
benefits and challenges of teleworking, there were some useful lessons learned that should be of value
to other employers considering the development of a telework program.
1. The need for a “Readiness Assessment”
The organizations who participated in the pilot all reported some challenges regarding IT systems
and support, as well as some managers who were not initially supportive of telework. While the
organizations were able to resolve these challenges, the issues reflect the value of conducting a
“Readiness Assessment” before deciding to develop and implement a program. Such an
assessment would examine issues such as an organization‟s existing IT systems and potential for
expansion; the organization‟s current management and performance review system (is it based on
outcomes and results); and the existing management perceptions and attitudes.
2. Assemble the right Project Team
When developing a telework program, it is important to include the right mix of people on the
project development team, including representatives from management, human resources, IT and
systems support, legal services, and a health and safety representative. They will be able to advise
on program elements, as well as what should be included in the organization‟s telework training
session.
3. Management Systems
Telework forces managers to look at the results and outcomes of their employee‟s work, not
simply the number of hours worked (i.e. “face time”). The pilot project organizations all had
outcome-based management systems in place. As a result, they had existing tools and processes to
track teleworkers‟ performance long before they started working from home.
12
Calculation of these totals included 26 “compressed week” days which were not part of this Pilot, but which, due to the
design of the Teletrips tool, could not be separated out from the totals.
10
4. Telework Training
One important component of a telework program is training for the teleworkers and their
managers. The training needs will vary from one organization to another, depending on factors
such as existing management systems, managers‟ attitudes, level of experience with informal
teleworking practices, the nature of the organization‟s work, existing IT systems and staff
familiarity with how they operate. Feedback on the pilot project training sessions indicated that the
content was useful, but some participants felt the sessions were too long. Only two individuals felt
the sessions were of little value. For training sessions to be of high value, the content must be
customized.
5. Program Planning
Teleworking worked for the majority of those who participated. Careful teleworker selection
processes, including self assessments, very likely contributed to the successful personal
experiences. Conscientious communication practices between teleworkers and their managers and
colleagues were important in minimizing and avoiding work conflicts, misunderstandings and
communication mishaps.
Conclusion
Outcomes of TransLink‟s Pilot Telework Project illustrate the many benefits of telework for
employers and employees, and that, with good program planning, most challenges can be avoided. It
is hoped that the lessons learned and information resources developed for this pilot – resources now
available on TransLink‟s TravelSmart web site – will encourage and support many more employers in
Metro Vancouver to develop and implement new telework programs, particularly in lead-up to the
2010 Winter Olympic and Paralympic Games.
The TransLink Telework Pilot Project was completed in March, 2009.
Additional telework resources and information materials used during the pilot are available on
TransLink’s TravelSmart web site at http://www.translink.ca/en/TravelSmart.aspx