Deployment of Telework in European Public Administrations

Deployment of Telework in European Public Administrations: An Overview

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Implementation
Surrey County Council has been through an internal evaluation of its services. The so-called ‘New
Surrey Workstyle’ will be combined with a people strategy action programme to improve
management and support for staff. It aims mainly at best practice in using buildings and
information technology more efficiently to help staff work more effectively. A new direction for
services with a clear focus on service use is required. From 83 office buildings occupied by 3,400
workers, a move was planned to a single corporate headquarters, with four substantial area offices
which served as the team base for staff who need to be in a broad geographical area as well as
those whose work could be based anywhere within the county. Additionally, there 25 local office
bases were set up, designed to meet the needs of customers for direct access to Council staff and
the needs of employees who wished to work some of the time closer to home. Every workstation
in each building was equipped with a standard IT and communication package allowing staff to
access their files and data from any workstation, and to receive telephone calls on their personal
number at any telephone. Staff should be allowed to choose to work at home.
The 3,400 workers affected by Surrey Workstyle covered a very wide range. Some were
essentially office-based administrators, others were professional staff who needed to see
customers and partners on a regular basis out of the office. Many mixed both roles over the course
of week. Flexible working raises important issues for managers, who need to adopt new practices
to manage the workers at distance, while coming to terms with changes in their own working
conditions. It is essential for managers to set clear objectives and allow staff the flexibility to meet
them.
Regulations
60% of the teleworkers are fully employed and 40% have permanent part-time posts. The
contractual framework was based on individual contracts, on working agreements within the
administration and on local collective agreements. The teleworkers got special training and
matters of occupational health were taken into consideration.
Obstacles
Changes which effect where and how staff work needed sensitive handling, but the evidence from
the people strategy research is that the employees did not feel supported by their managers and
were sceptical of the Council’s ability to deliver the promised changes. This had implications for
communications and consultation at the next stage, which could not reply on traditional cascade
briefings through the management chain, and also for the implementation strategy. Problem areas
were still a lack of computer skills, the cost of telecommunications, invalid legal status of
electronic documents, aspects of taxation, and resistance of senior officers.