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Making Telework Work Cisco Confidential 1 © 2010 Cisco and/or its affiliates. All rights reserved. Making Telework Work Jason Morwick

GSF 2011 Jay Morwick 4-4 Making Teleworking Work

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Page 1: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Making Telework Work

Cisco Confidential 1© 2010 Cisco and/or its affiliates. All rights reserved.

Making Telework WorkJason Morwick

Page 2: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

• What Makes Telework Work

• Key Challenges

• Creating a Organizational Culture that Supports

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2

Culture that Supports Telework

Page 3: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

What is telework?

“Leveraging technology to perform your job without the limits or

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 3

without the limits or boundaries of geography or the need for physical presence.”

Page 4: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 4

Page 5: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

A true story….

• 30+% attrition at all levels

• Average tenure < 3.5 years

• Perception was equal to actual performance

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 5

actual performance

• Job satisfaction was well below industry average

• Work-life balance was top complaint of employees

• In an effort to improve employee satisfaction, a telecommuting policy was created

Page 6: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

What makes telework work?

Organizational Culture

TrainingPolicies

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6

LEADERSHIP

Culture

Security Technology

IT Support

TrustCommunication

Page 7: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

• Employees productively and inaccessibility

• Alienated / disengaged employees

What are the top (perceived) challenges?

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7

• Alienated / disengaged employees

• Lack of interaction or collaboration

• Security

• Technology

Page 8: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Organizational Culture:

• Common characteristics or perceptions held by the members of an organization

• Subcultures exist within

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 8

• Subcultures exist within different parts of the organization

Organizational culture can be an enabler or barrier to change – leaders at all levels drive the organization’s culture

Page 9: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

De

gre

e o

f S

up

po

rt f

or

the

ch

an

ge

Commitment Curve

‘ I believe that the initiative

‘ I am personally

committed to making

the initiative a success

and encourage others

to support it’

Buy-inBuy-in

OwnershipOwnership

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 9

Time

De

gre

e o

f S

up

po

rt f

or

the

ch

an

ge

‘ I know about the initiative

and what it is trying to

achieve’

‘ I understand how the

initiative will deliver business

value and how its

implementation will impact me’

‘ I believe that the initiative

is the right way forward for

me and the organisation’

AwarenessAwareness

UnderstandingUnderstanding

Page 10: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

• Conduct a pilot

• Set expectations & become metric focused

• Provide the right equipment & support

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support

• Assess, coach & train

• Manage perceptions

• Experiment

• Communicate, communicate, communicate

Page 11: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Things to watch out for:

• Becoming “Missing in Action”

• Too quick to pull the plug on telework

• Measuring the wrong things

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• Measuring the wrong things

• Not rethinking interactions and how to accomplish the job

Page 12: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

• People are most productive when their 5Cs are balanced and stable

Control

Comfort

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Collaboration

Competence

Capability

Control

Page 13: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Control

Comfort

Employee Experience

My org is rolling out telework

I don’t know what’s expected of me

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 13

Collaboration

Competence

Capability

I’m not sure how to work with others

I no longer know all the answers

I don’t have the tools to perform

I don’t know what’s expected of me

Page 14: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Support Actions

Control

Comfort

Employee Experience

My new manager is taking the time to walk

us through the changes

My org is rolling out telework

I don’t know what’s expected of me

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 14

Collaboration

Competence

Capability

I’m not sure how to work with others

I no longer know all the answers

I don’t have the tools to perform

Page 15: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Support Actions

Control

Comfort

Employee Experience

My manager is clearly outlining expectations

for my role

My new manager is taking the time to walk

us through the changes

My org is rolling out telework

I don’t know what’s expected of me

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 15

Collaboration

Competence

Capability

for my role

I’m not sure how to work with others

I no longer know all the answers

I don’t have the tools to perform

Page 16: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Support Actions

Control

Comfort

Employee Experience

My manager is clearly outlining expectations

for my role

My new manager is taking the time to walk

us through the changes

My org is rolling out telework

I don’t know what’s expected of me

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 16

Collaboration

Competence

Capability

for my role

I’m not sure how to work with others

I no longer know all the answers

I don’t have the tools to perform

Coaching/training will help provide me with the

skills needed

Page 17: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Support Actions

Control

Comfort

Employee Experience

My manager is clearly outlining expectations

for my role

My new manager is taking the time to walk

us through the changes

My org is rolling out telework

I don’t know what’s expected of me

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17

Collaboration

Competence

Capability

for my role

I’m not sure how to work with others

I no longer know all the answers

I don’t have the tools to perform

Coaching/training will help provide me with the

skills needed

My manager creates line-of-sight and helps my focus my priorities

Page 18: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Support Actions

Control

Comfort

Employee Experience

My manager is clearly outlining expectations

for my role

My new manager is taking the time to walk

us through the changes

My org is rolling out telework

I don’t know what’s expected of me

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 18

Collaboration

Competence

Capability

for my role

I’m not sure how to work with others

I no longer know all the answers

I don’t have the tools to perform

Coaching/training will help provide me with the

skills needed

My manager creates line-of-sight and helps my focus my priorities

I can collaborate more and get more done in a

virtual workplace

Page 19: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Telepresence Collaboration

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Mobility

Page 20: GSF 2011 Jay Morwick 4-4 Making Teleworking Work

Thank you.Thank you.