Deployment of Telework in European Public Administrations

The case
Background and motivation
The Federal Ministers for Research and Technoloy will be permanent members of the Council for
Research, Technology and Innovation. In the frame of the pilot projects to develop prototypes of
telework the Ministry started its own telework experiment for an one-year period. The main
motivation and expectations factors have been to increase the efficiency of management, to
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Part Two: Selected Cases
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decrease work interruptions, to establish goal orientation for common work, to support team-
oriented work, to increase the quality of life for staff, to save office costs, and to reduce labour
costs as well as travel costs. Specific consideration was given to social and family issues. The
introduction of telework is supposed to increase the proportion of disabled people as well as the
proportion of women in the workforce.
Implementation
The pilot project started in 1996 with 19 participants (out of a total of people 1000 working for
the administration), including all significant user groups (heads of department, consultants, part-
time employees and also entire organisation units). 70% of the teleworkers were female, 30%
male. All of them conducted home-teleworking two days per week. 80% of them were fully
employed, 20% were part-time permanent staff. Staff members have been involved in the
decision-making about the introduction of teleworking. Occupational health issues have been
taken into consideration. The home-working place was checked regarding space, equipment, and
ergonomic situation. The teleworkers got support by feedback and regular communication set up
among the organisation team in charge of the implementation of telework and teleworkers.
Monitoring of the results was carried out by the responsible heads of office. An evaluation
combined with scientific review was organised at the end of the pilot project.
Regulations
Teleworkers were not measured in a different way compared with their colleagues. The
contractual framework within the administration was handled by individual contracts. The home-
working place was estimated as a ‘mirror’ to the office without net functions. The equipment was
lent and the administration took over the purchase. No reimbursement for using the home as office
was provided.
Obstacles
The relevant barriers for the implementation or a further expansion were problems in managing
and filing documents, communication problems within the staff, problems of controlling work
performance, problems of data protection, and decrease of face-to-face interaction with clients.
Aspects of employment law and resistance of seniors were also mentioned. At the beginning of
the experiment technical problems occurred.