In today’s business environment, telecommuting just makes sense—after all, it’s a great way to trim the budget, retain the best employees, and reduce the company’s eco-footprint. In fact, it’s estimated that in 2009 upwards of 21 million Americans will work via telecommuting. But what does this dramatic change mean for managers? In Managing the Telecommuting Employee: Set Goals, Monitor Progress, and Maximize Profit and Productivity (Adams, 2009) telecommuting experts Sandra Gurvis and Michael Amigoni show today’s managers that this change doesn’t have to be painful—in fact, it can be enjoyable, productive, profitable, and a great way to grow an organization.
Supervising the telecommuting employee poses many unique challenges for the modern manager, from motivating and communicating effectively to building schedules and enforcing deadlines. In Managing the Telecommuting Employee—the first book to deal with the management of telecommuters—Amigoni and Gurvis provide answers to the most complex and important challenges that managers face, such as:
- Conducting meetings and conferences efficiently with off-site employees
- Monitoring productivity
- Determining if the program is a success
- Deciding when the arrangement isn’t working
Using expert advice, case studies, checklists, and sample forms and charts, Managing the Telecommuting Employee teaches managers how to make telecommuting enjoyable and profitable for themselves, their employees, and their company.
Available at Amazon.com.