But does it really have to be that way? Ten million Americans are saying, "NO!" These are Tele-Workers, or telecommuters, and their jobs are performed at home, in cars or in small branch offices at least three working days per month. Their numbers increased by ten percent in the past year to about eight percent of the American workforce, and for a lot of very good reasons.

The 1990s have seen many new organizational forms emerge from computer and tele-communications technology. Virtual enterprises, self-managed work teams, fast and efficient computer networks have created an entirely new model for work. Now, information and knowledge is in the client's office, at the beach and the mountains, and even at the lunch and dinner table. The internet allows access to information anywhere, anytime -- not just in the "traditional" office. Thus, employees can be anywhere and be very productive.

The concept of Tele-Work has been embraced by employers as a means to cut costs, attract the best talent and remain flexible and customer focused. When employees "hotel," a system in which up to ten people share the same office space or cubicle, real estate costs can be reduced. Also, fewer workers commuting to work every day means Clean Air Act requirements can be more easily satisfied. The best and brightest talent often appreciates Tele-Work because many commuting hassles can be eliminated, schedules are more flexible and there is more time for family, especially young children. In many cases, sales/marketing and service/operations people can be closer to customers, which is one of the keys to success in business today.

An example of how and why Tele-Work makes sense can be seen at the City of Los Angeles, where major employee issues are long distances and the fact that freeways are jammed but cars are the principal mode of transportation. Here, Tele-Workers account for 15,000 of the total workforce of 44,000, and are trained in home office construction, productivity tracking and how to minimize distractions. Supervisors measure results instead of attendance and focus on job requirements in order to choose the "right" people for Tele-Work. Together, supervisors and employees decide on how costs will be split for home office equipment, message handling, information access and transfer, and time allocation and reporting.

However, Tele-Work is not without its problems. There are many potentially troubling issues of communication, relationships and working space at home.

• Communications equipment. Phones, fax, internet access and computers/modems/e-mail will be necessary. Without these, rapid information access and data transfer in today's world is nearly impossible. But will the employer or Tele-Worker pay for them? And, who will pay for the inevitable expensive upgrades as technology marches on?

• Staying in the "loop." Communications with colleagues at the main or regional office sometimes doesn't occur often enough. Without this "schmoozing" about ideas, people, plans, happenings and even gossip, a sense of isolation and dislocation may set in.

• Honey-do. A spouse or life partner will sometimes say, "because you're home, honey, do this, or do that." Working hours at home are for just that, working, and not for domestic chores. But, that idea isn't always easy to impress upon others.

• "Off-limits" office space. Even though a DO NOT ENTER sign is on the office door (and there must be a door!), family members may interrupt during business hours, saying "emergencies" exist.

• Kids playing. A home office computer and other communication equipment can be enticing to kids. They may even try to install games. This can really foul-up work programs.

• Small children. Interruptions by small children during working hours can reduce productivity, since they often aren't cared for by another family member or aren't in a day care center.

• Training. Similar and consistant training for both in-office and Tele-Workers often is difficult to conduct. But without this, one of the two groups will become more advanced in technology, as well as in the ability to access, input, store and/or transfer information and data.

What we're really dealing with here is managing people and distance, and there are some very effective methods to do this.

• Ensure that there is adequate socializing and training. Either occasional off-site retreats or meetings in the main office can accomplish this purpose. Tele-Workers can be trained in the dos and don'ts of car, home and/or small office management, as well as in computer and communication equipment operation. Additionally, in-office workers can "schmooze" with the Tele-Workers, thus making them feel they're a necessary part of the organization.

• Select the "right" employees for Tele-Work. These will be people who can both structure and motivate themselves. If past performance doesn't indicate who these employees are, use assessment profiles that can help discover them.

• Provide consistency of career pathing throughout the organization -- for both in-office employees and Tele-Workers. This should include equality in advancement, incentives, performance and appraisal.

• Support Tele-Workers from top management down to clerical staff. These employees must never feel they are "out there alone." Support includes continued communication from the main office, as well as negotiating a "fair" split of costs for home office equipment.

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