Return to Article: Federal managers adapt to virtual workplace
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Milestones! Let's hear more about them. What happens when we miss them, how do we measure them, who makes mid-term corrections. The whole issue of what does success look like needs attention. If proper goals (who, what, when, how) can be established, why would we need to intrude further. Another issue is the use of piecework rules. We have trouble with piecework because we haven't identified the tasks we expect completed. Once we know the "what" i.e.what EXACTLY does success in the task look like, we can allow fair and open competition (after appropriate privacy and security clearances) for the "who," "when" and a good part of the "how." If I can produce x number of units each of which you have defined as an acceptable product, within your rules, why not pay me by the acceptable unit produced? Interesting. With all the talk, it really does seem to come back to what is it-exactly-are we after, what does success look like.
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For years I have told managers who resisted employees telecommuting because of the excuse of not knowing if the employee is working, to set work task goals and objectives for employees to achieve by designated time periods. This is the same advice given by Mr. Stan Kaczmarczyk on supervisors managing the milestones of results of employees who telecommute. But, another ominous factor exists on why some managers are against employees' telecommuting. It is the "fear factor" that if employees are able to telecommute successfully, then senior management may question the need for the middle manager. Until we convince middle managers that "their" jobs are not threaten by employees who telecommute, then I beleive we will continue to have high resistence among middle managers against telecommuting.
Jerry Doyle Executive Vice President Council 252 American Federation of Government Employees U.S. Department of Education
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