4.9.5. Superiors/managers review telework requests on a case-by-case basis. The duration of use for each application is assessed individually. 1. Why are a standard telework contract and guidelines being developed? a. Michigan Medicine Leadership supports telework arrangements, if necessary and possible, at management`s discretion. In order to mitigate our parking capacity and physical space issues, management recognizes the need to have Michigan medical standards for the simple implementation of a telework agreement. Michigan medical departments have a margin of appreciation to implement a telecommuting agreement, it is not a requirement, no matter what the incentive, if possible. one. The department and remote staff should agree when drafting the telework agreement and discuss how this process is managed.
The department is free to pay for shipping or picking up the equipment to the remote employee or if the department asks the employee to pay for shipping and picking up the equipment. This could be a combination in which the department agrees to pay for sending equipment to the remote employee and the remote employee agrees to return the equipment in the event of termination or appointment. The department should consider the work of staff, HIPPA and PHI data, research data and whether the data available to the employee should be backed up and whether they may want to consult HITS if this is the case. 6. As a manager, what is the best way to ensure that my teleworkers are productive and how can I measure performance? one. Telework is a privilege and not a right of workers, which is why the authorization of management, which they authorize for telework, is essential. Leaders should set clear performance and communication expectations before having a telecommute to ensure that remote workers are productive. Productivity and performance should be measured in the same way according to the same criteria as if the employee(s) were working on site. The conclusion of a telework agreement also defines the date (on which days) and the time of the teleworker`s likely availability. b.
Measures of performance and productivity depend on the task. Some jobs are well suited to the pursuit of work and productivity, while others are more subjective. Unpaid jobs generally have specific measures that are easier to track, while vacated jobs, the exact performance of the work, are more difficult to track given the nature of the job. Performance and productivity measures for exempted positions should focus on the objectives and outcomes of each job in relation to hourly work. . . .