2003 Telework Focus Group Report

Project Overview

Telework!VA, a public/private partnership designed for Northern Virginia businesses, provides financial incentives to businesses starting or expanding teleworking programs – up to $35,000 over two years. Companies can receive up to $3,500 per employee to pay for the cost of establishing a telework program for their office. Telework!VA is currently being administered through a contract with the Metropolitan Council of Governments. More program details can be found at www.teleworkva.org.

With a program now up and running in Northern Virginia, VDRPT must expand a version of this program into Hampton Roads and possibly Richmond by June 30.

Pulsar Advertising, SIR, and The Marketing Source (TMS) were asked to assess the challenges, opportunities, and ideal product design for a successful introduction of a Telework!VA program in Hampton Roads and Richmond. This included reviewing the following materials: focus groups conducted by TMS in 2001 to construct the Northern Virginia program, 2003 Telework research conducted by TMS/Lori Diggins, and the 2001 Statewide Telecommute Study conducted by SIR. The immediate task was to understand what elements to import from the Northern Virginia Telework!VA program to Hampton Roads and possibly Richmond.

Methodology

Research Objectives:

1) Identify the best prospects and potential demand for teleworking services in Hampton Roads, and possibly Richmond.

2) Provide input into the ideal packaging and bundling of the existing Telework!VA services, including the financial incentives, as well as explore the appeal of new web-based information services.

3) Understand the proper balance between a push/pull marketing approach involving corporate human resource professionals and employees.

4) Identify the most meaningful selling messages and communication channels for program roll-out in Hampton Roads and possibly Richmond.

Target Audience and Universe:

The universe for this study was two-fold:

1) Corporate decision makers (mainly human resources managers) at large companies (over 100 employees)

2) Top management at smaller companies (20 to 99 employees).

Major Topic Areas To Explore:

The major areas that were studied include:

Awareness and understanding of teleworking and its benefits.

Perceptions and misperceptions surrounding teleworking.

Willingness to participate/allow employees to telework.

Identification of the primary characteristics that define best corporate prospects.

Relative appeal of specific program options.

Methodology:

TMS conducted a total of four focus groups in Hampton Roads (two on the Peninsula and two in Southside), and two groups in Richmond. The table below describes the specifics:

Date

Location Facility Conducted # Groups

Chesapeake, VA Quick Test February 5 2

Richmond, VA SIR February 11 2

Newport News, VA MR&A Market Research February 12 2

Participants were persons who determine employee policy. Groups in each market covered both large (over 100 employees) and small businesses (under 100 employees).

These groups explored alternative product design features of the Telework!VA service/product and identified positioning alternatives for the program and related key messages. A moderator’s guide was developed to guide the list of questions posed to the groups (see Appendix A).

Focus Group Results:

Attitudes toward employee commute

Employers agree that daily commute issues affect their employees. They believe that it creates stress, delays, etc. However, compared to Richmond employers, participants in Chesapeake and Newport News felt a lower sense of responsibility in helping their employees with their work commute. While these Hampton Roads employers shared a concern for their employees’ work transportation, they felt that it was ultimately the responsibility of the employee.

“It is up to you [the employer] to be understanding…..but it is their responsibility to be there when they agreed.” (Newport News, large employer group)

Large employers in Richmond appear more advanced than Hampton Roads employers in their concern for work/life programs. When asked what employers could do to help solve transportation problems, Richmond employers mentioned flextime, promoting rideshare and working from home. Further, these Richmond employers felt it was a combined responsibility of the employee, employer and government to assist in transportation issues.

All groups acknowledged, however, that it is to the employer’s advantage to help solve their employees’ transportation problems.

In smaller businesses, both Richmond and Hampton Roads employers appeared to handle employee transportation concerns on a personal, case-by-case basis. Large employers acknowledged the benefits of recruitment and retention of good employees by being involved in employee transportation issues.

Several participants expressed concern about the lack of available alternate transportation (particularly transit) for their employees.

“Not only do we have traffic problems, we have a public transit system that is virtually non existent.” (Chesapeake, large employer)

Compared to Northern Virginia and Richmond, it appears that Hampton Roads employers do not perceive that they have a role in helping solve traffic congestion or air quality problems. They are more focused on their own business and their company’s bottom line. While the groups acknowledged that traffic congestion exists in the regions, they are less likely to believe that air quality is a problem. Similarly, Hampton Roads employers are less likely to feel that they bear any responsibility for helping their employees with their work commute. This is in contrast to Northern Virginia where employers admit that helping their employees with transportation issues is helpful to their business.

Recruitment/Retention - Quality of Life - New Programs

In both markets, the groups have clearly seen a difference in the job market. The applicant pool is large and recruitment and retention are not as difficult as in previous years.

“Three years ago, we couldn’t find people and we couldn’t keep people.” (Chesapeake, large employer group)

“Recruiting is not a problem, we are turning them away.” (Chesapeake, large employer group)

“We can’t get people to leave!” (Richmond, small employer group)

However, both regions agree that transportation issues do affect recruitment and retention.

“We lose people because they get weary of traveling across the tunnel. If people have a more lengthy commute, there is more turnover.” (Newport News, large employer group)

Responses varied when participants were asked if their company did anything in particular to improve their employees’ quality of life. Larger companies, particularly those in Richmond, are addressing quality of life by programs like Lifecare and Life Balance. These programs are targeted to improve the balance between work and home.

If you encourage and support them [employees] they will be more productive.” (Richmond, large employer group)

“Culture is really important to employees…people want to work where they feel that they are valued and supported.” (Richmond, large employer group)

“Senior management is becoming more aware of the issues (of quality of life.)” (Richmond, large employer group)

Companies in both Richmond and Hampton Roads that had locations in multiple cities were more likely to have such programs in place. It was interesting to note that Northern Virginia focus groups (from previous studies) were more concerned about quality of life issues for their employees than the majority of employers in Richmond and Hampton Roads.

In all groups, participants stated that new employee benefit programs are typically introduced in a variety of ways. Ideas come from employees, human resource personnel, and senior management.

Attitudes toward Telework

As the group discussion moved into the issue of teleworking, most Richmond and Hampton Roads employers appeared to be more familiar with the term telecommute as opposed to telework. Employers in both markets are aware of teleworking arrangements and perceive this option to have benefits and barriers to both employers and employees.

Perceived Employer Benefits

Relieves overcrowding of work space

May be able to pay teleworkers less

Expands the applicant pool

Helps retain good employees that otherwise might leave the company

More efficient work with less interaction of other employees (idle chit-chat)

Perceived Employer Barriers

Difficult to monitor performance and productivity

Changes the organizational culture

Increased security issues

Additional costs for home office set-up

Increased liability (OSHA)

Fairness/equity in identifying who is eligible to telework

Communication barrier/lack of “face time”

Inability to recognize achievement for career advancement

Decreases team cohesiveness

Increased IT responsibilities to set up and maintain teleworkers

Perceived Employee Benefits

Less stress

Lowers work-related expenses (commute costs; wardrobe)

Creates more time with family

Perceived Employee Barriers

Must be disciplined employee to work with distractions from home

May sacrifice advancement opportunities

Negative reaction from co-workers

Loneliness and isolation

Space limitations at home

Many of these perceived benefits and barriers were also named in Northern Virginia groups that addressed this topic.

Experience with Telework Arrangements

The focus group members had varied experience with telework programs. Many employers mentioned that some of their employees can work from home and do so when bad weather conditions arise. However, few Richmond and Hampton Roads employers have formal telework programs in place. Among the groups, large employers with multiple locations throughout the country/world were most likely to have formal programs in place. Several examples are listed below:

In Richmond, Circuit City had a telework program with 150 employees participating. The program extends participation to persons in MIS or compensation. Dominion Power also has a formal telework program in place but noted that the program is not often utilized. KPMG also offered a program.

In Newport News, Pearson Education Measurement utilized telework arrangements, particularly for many of its seasonal employees. West Telemarketing, a 24/7 call center offered a formal teleworking program to employees. One employer in Chesapeake had previously worked for Pitney Bowes and described a formal telework program that was very successful. Ten persons took part in the program.

A number of companies (particularly smaller ones in both markets) reported that they occasionally offered informal telework arrangements when requested by an employee. Largely, this was the result of that employee’s specific circumstances. Employers in both markets often recognize the value of a good employee and are willing to work out arrangements to retain the employee. These arrangements most often applied to:

Þ Women on extended maternity leave

Þ IT positions

Þ Valued employees who had to move out of the area

Employers in both markets agreed that the nature of the job and the individual employee were critical when considering a telework option. Other reasons to consider a telework arrangement were office space limitations and competitive reasons. One participant in Hampton Roads noted that if a competitor offered teleworking as an employee benefit, then his company would have to investigate it.

“If I started losing employees…then I would look at it.” (Chesapeake, large employer)

Companies that did not have a formal telework program in place were asked to describe their management’s current attitude toward these programs. Although the answers varied somewhat, the word “cautious” seemed to reflect the groups’ response in both markets.

“This is a very conservative area. We are very resistant to change even if it is good for us.” (Chesapeake, large employer)

Developing a Telework Program in Hampton Roads

The moderator read the following:

The state of Virginia is planning to put a Telework program in place in the Hampton Roads/Richmond area. This program would be designed to help employers develop and implement or expand a telework program for their company. I’d like to get your input on what elements the program should offer to businesses like yours.

Currently, there is no perceived need for the Telework product. This is particularly true in Hampton Roads. Therefore, the groups said that the program would need to build awareness of the program and a perceived need.

“You (VDRPT) will have to create the itch.” (Chesapeake, large employers)

Group participants felt that the program first needed to address how it would benefit the employer. Both markets felt that improved air quality and reduced traffic congestion would not be sufficient reasons for employers to consider this program. Rather, they needed to know how it would benefit the bottom line.

When asked what elements the Telework program should offer, the groups mentioned the following:

Þ Monetary incentive

Þ Training programs

Þ IT support

Þ Success stories

Þ Statistics on teleworking

Þ A “How To” manual

Þ Ways to gauge success

Monetary Incentive:

Each group thought that a monetary incentive should be given to businesses that developed telework programs for their employees. This was the first suggestion mentioned in each of the six groups. Groups in both markets agreed that tax incentives would be the strongest motivator for businesses to participate in a state-sponsored telework program. The groups were told that tax incentives were not an option. The groups said that another type of monetary benefit (such as the reimbursement option) would still be a motivator.

How the program would impact the bottom line is clearly the primary issue in both Richmond and Hampton Roads. Along that same line, participants said that statistics which exemplified the financial benefits of teleworking would be important to show senior management. Senior management, they explained, would be most interested in how telework programs would benefit the company’s bottom line. Information about the financial impact of increased productivity, increased retention, recruitment benefits, decreased office space, and reduced parking costs were mentioned as financial details that would generate interest among senior management.

A “HOW TO” Manual/Training; Success Stories

Groups in both markets wanted to see prototypes of what other companies had used to begin telework programs. Additionally, they would like to see case studies and success stories. Further, they wanted to see how this program would work for different industry types. Two of the groups, one in Richmond and one in Hampton Roads, mentioned that the state should champion the telework cause by promoting teleworking among state employees.

“Let the state implement their own program and show us where it is working”. (Chesapeake, large employer group)

IT and Program Development Help

Requests for IT help varied. Some companies (particularly the larger businesses) have sufficient IT staff to meet the requirements for a telework arrangement. However, this assistance would be particularly helpful for some businesses. Those with adequate IT staff felt that a Program Development consultant would be of most benefit.

On-Line versus Person-to-Person

The groups were asked how receptive they would be to having information on-line versus having a personal interface. While on-line help is of interest and would be perceived valuable, groups in both markets also liked the idea of having a person that they could call on if they have questions. They reacted positively toward the idea of employer training in the form of seminars and suggested that the on-line training be used as a back-up reference. Several small employers felt that the on-line training would work for them since they felt they could not afford to send employees to a day-long training session or seminar. A few employees suggested teleworking training by DVD.

Response to Telework!VA Program

Group participants were provided a description of the current Telework!VA program that is in effect in Northern Virginia (See Appendix B). The moderator explained the basics of the program and Rick Clawson of VDRPT was available to answer specific questions about the Telework!VA program. The vast majority in both markets had not heard of the Telework!VA program.

Common questions asked included:

Þ Why does the program only reimburse leased equipment rather than purchased equipment?

Þ Can we lease the equipment from anyone?

Þ What about the liability?

Þ What about home visits? (OSHA)

Þ Why would a state agency be implementing this program rather than a consulting/telework business?

Þ Why limit it to companies with 20+ employees?

Þ Is there a minimum number of employees who have to work at home?

Þ How much paperwork is required?

Þ Is reporting done on-line? How often?

Þ How successful is the program in Northern Virginia?

Þ What if the company could not meet its obligation? Would it have to refund the reimbursed amount? (This was a concern because some participants felt their business climate could change quickly and they were concerned about their commitment.)

General reaction: Overall, both Richmond and Hampton Roads employers were impressed with the program. Of most importance were the reimbursement amounts (which some thought were generous) and the requirement that the teleworker only commit to an average of 8 days per month. The realization that the employee would not have to telework every day was a major selling point of the program. When company participants realized the 8-day commitment, several companies began to seriously consider the program for their company. Overall, they felt that the program had a great deal of appeal and offered a good incentive to try teleworking.

Large Employers versus Small Employers: Not surprisingly, small employers in both markets were more motivated by the financial reimbursement of the program than large employers. While large employers were interested in the program and would not “turn down” the money, the $35,000 maximum reimbursement amount would not be a primary motivator to participate in a program. They felt that the long-term financial benefits of the program (increased retention and productivity, etc.) would offer better sales messages to upper management than the reimbursement amount. One participant suggested that the employer reporting process could be expedited through an email or interactive system.

“Can [the program] it be justified? Can you put it [the benefits] in dollars and cents?” (Newport News, small employer group)

“When you look at the program, the stats are more helpful than the money.” (Richmond, large employer group)

For, large companies that had existing telework programs, it was not clear as how they would use this program to expand their existing number of teleworkers.

Accountability: The moderator made a point of addressing the accountability requirements of the program, specifically, the application process, contractual agreement, employee surveys, and quarterly invoices. However, the majority of the participants in both markets were not opposed to these administrative tasks. Several group members noted that they already do the required accounting and attendance tracking. They did, however, note that streamlining these tasks would be beneficial.

“It can’t be cumbersome, because the (HR) people don’t want to be bogged down.” (Richmond, large employer group)

However, a few businesses (primarily large companies) felt that the administrative requirements were too laborious.

“The money is decent but then your administrative burden does not balance it out.” (Newport News, large employer group)

Would the Current Telework!VA program work in Richmond and Hampton Roads?

The groups felt that the current Telework!VA program would be the one to introduce in Richmond and Hampton Roads. Participants in all groups agreed that the financial incentive was needed to encourage companies to truly consider a telework program. They argued that it offered an opportunity to try the program with little or no financial risk. Some participants recognized this program as the state’s way to encourage those businesses that were “on the fence” about offering telework programs.

“It’s a little push. You really want to do it and here is some money to encourage it”. (Newport News, large employer group)

However, companies in both markets noted that their businesses were diverse by industry and size, and thus would have different needs in developing a telework program. For instance, the program development consultant appealed to those without a telework program in place. They felt their time was limited and the additional help would be welcomed.

“Everybody’s told do more with less”. (Richmond, large employer group)

IT consultant assistance was also of interest to some businesses, although many had in-house IT staff to accommodate teleworker needs. Therefore, flexibility and customization of the program are key ingredients. It would be a mistake to offer a single approach to accommodate all types of businesses. Group members also pointed out that some businesses required handholding by consultants and IT staff, while others did not require any one-on-one consultant interaction.

“What may be appropriate for one location may not work in another.” (Richmond, large employer)

Lastly, the groups believed that the program would be most successful if there were a “champion” within the organization to promote it, particularly if that “champion” is a senior staff member.

Willingness to Develop a Telework Program

There was a general willingness in both markets to consider the Telework!VA program. As the groups concluded, many of the participants wanted to take the Telework!VA handout and were disappointed when the moderator asked that they leave it for the remaining groups. They also inquired about the website and were clearly interested in the program. Even the small businesses acknowledged that most offices had one or two people who could telework at least 2 days a week. When combined across employers, they acknowledged that this could translate into removing many cars from the road.

The reimbursement incentive generated a great deal of interest in the telework program. With the incentive, nearly all of the employers said they would consider taking this program to their senior management because it appeals to the bottom line.

“We would all like to be good corporate citizens, but unless there were financial incentives or unless they can prove cost savings [it wouldn’t work for us.] (Newport News, small employer group)

Communication

The groups believed that this telework program would be best suited for business like call centers, IT businesses/departments, support centers, accounting businesses, and law firms. When asked who would be the principle person to decide to go forward with a telework program, the large employer groups agreed that the Human Resource person would be the best contact. Their job, they explained, would be to come up with a management plan to present to their senior management.

“We [HR] are more accessible because the CEO is the target of so many messages.” (Newport News, large employer group)

Some members felt that the CFO and the IT manager might also be good contacts.

The small employer groups felt that the General Manager or President would be the point of contact for their companies. Several participants felt that it would be advantageous to introduce this program on different levels (senior management, human resource staff, IT personnel, board members, and employees).

“Introduce it to various levels within the organization. Things are easier to sell when you bring it in on different levels.” (Richmond, large employer group)

Several participants thought that it would be effective to also promote the program to employees who could then “push” the idea up to senior management. They suggested billboards and radio as good ways to reach employees.

In both markets, the groups felt that the best way to reach employers about this program is through Human Resource associations (such as SHRM – Society of Human Resource Managers), industry-specific associations, the Virginia Employment Commission, and through the local Chambers of Commerce. Others mentioned professional magazines, trade shows, billboards, and workshops.

They felt that the chief concerns for senior management would center on costs and possible liability issues. But for many, adoption of the program would ultimately depend on the company’s culture and the number of job positions available for teleworking. For example, manufacturers often require workers to be on-site which minimizes teleworking opportunities.

“In the end, it is the culture of the company that determines implementation”. (Richmond, large employer group)

”The older the company, the more they are resistant to change”. (Newport News, small employer group)

Therefore, they argued, key messages in the communications effort should focus on educating businesses about the benefits of the telework program and how this impacts the company’s bottom line. Further, they recommended that the reimbursement incentive should be highlighted and the perceived minimal requirement (2 days a week). Focusing on the short-term and long-term benefits for the company is critical. They also suggested case studies of area success stories, particularly in Northern Virginia where the program is already in place.

Recommendations

Based on the focus groups, we have developed the following recommendations:

1. Developing the Program

Offer the current Northern Virginia Telework!VA program to Hampton Roads and Richmond.

Groups in both Richmond and Hampton Roads liked the current program once it was explained to them. The financial incentive is clearly necessary to entice potential participants. While group members had no suggestions for altering the current program, it was clear that their business needs were diverse and the method needed to successfully implement this program would vary. For instance, some companies (particularly the small companies) needed IT assistance and others needed help with program development. Therefore, it will be critical to provide flexible options for employers. Some businesses wanted hand-holding while others wanted to be more self-sufficient using the Internet for informational needs. Flexibility is the key word.

However, VDRPT should continue to streamline the process for Telework!VA. Investigate reporting telework days on an interactive/email system versus the current paperwork required.

2. Positioning the Program

With the incentive program, businesses can try telework arrangements without having to commit a great deal of money. It is an ideal way for companies to determine how well teleworking will “fit”.

3. Packaging the Program

Key Message: Telework improves the company’s bottom line.

Businesses do not share the state’s objective to reduce traffic congestion and improve air quality. While the groups admit that these are admirable social objectives, their companies are not likely to be motivated by them.

They are much more attentive to issues that affect their bottom line. Companies repeatedly said, “Show us the financial benefit of this program”. For small businesses, the reimbursement level alone is an adequate incentive for companies to consider a telework program. For large businesses, the financial benefit is increased retention, recruitment advantages (widens the applicant pool, etc.), reduced costs (parking and facility), and perhaps improved productivity. Additionally, large businesses are more likely to be addressing “life balance” issues and telework offers another tool to meet this objective.

For companies that already offer programs, key messages could focus on the possibility of improving existing programs.

Success stories and testimonials could effectively describe how businesses have benefited from telework arrangements. They are particularly interested in how Northern Virginia companies have found success through Telework!VA. Another option is to promote those companies that are already using telework in the Hampton Roads/Richmond areas.

Key Message: Telework is not an “all or none” arrangement.

There was a general perception among participants that teleworking meant being away from the office five days a week. Therefore, promote the fact that the program requires only 2 days per week and reinforce the minimum 8-day per month requirement in all promotions. This should be one of the strongest messages mentioned.

4. Promoting the Program

Build familiarity about telework arrangements.

Overall, these groups appeared less educated about telework than businesses in Northern Virginia. Many have never considered teleworking as a viable option for their company. One possible reason is that congestion is much greater in Northern Virginia. Another possibility is that business types in Hampton Roads are overall less suited to telework arrangements. There are a greater number of small manufacturing and tourist-related businesses in Hampton Roads whereas there are more high-tech industries in Northern Virginia.

Therefore, educate both the Richmond and Hampton Roads regions about telework. Making businesses more aware of telework arrangements will be necessary before “selling” the Telework!VA program. What is needed is a richer, more in-depth type of selling process.

Focus on Human Resource managers for large employers and Presidents/General Managers for small employers.

While the message should be targeted to all levels of employees, the main target of the Telework!VA program should be senior level Human Resource personnel. The overall findings of the focus groups indicate that Human Resource personnel are much more reachable than senior level officers. However, the CEOs and senior management should be educated about the telework option for their companies because in large companies, they are the ones that appear to have the final approval of the program. The program will be more successful with a senior level “champion”. Smaller companies are likely to rely on the President or General Manager for program decisions. Consider approaching these business leaders in a variety of ways. Organizations such as SHRM and the Chambers of Commerce are good resources.

It should be noted that the focus groups proved an excellent forum for explaining the program and creating interest. This type of “small group” allowed interactive conversation that peaked interest in the program. In moving forward, the best promotional tactics may be to strive for small group settings where the Telework!VA program can be explained and discussed.

5. Operating the Program

Provide a team approach.

As with the Telework!VA program in Northern Virginia, provide a team approach to marketing the program. One person should be responsible for promoting the telework program while a second person (or persons) assist in follow-up and directing that company to customized services (i.e. IT consultant, program development consultant, etc.). However, keep in mind the need for flexibility in the program. Some businesses may not require customized services.

Develop a Resource Center and expand On-Line Help.

Participants liked the idea of having a Telework Resource Center that could provide “live” assistance. They also responded positively to on-line help. The current website is a great start to providing an on-line resource for employers. Consider adding a section on “Most Asked Questions” to address the consistent series of questions that participants asked about the Northern Virginia Telework!VA program.

Additionally, VDRPT should post examples of sample telework forms (i.e. agreements between employer/employees, suggestions on telework rules for employees, etc.) on the website so that interested employers can download these for their use. While these forms may not offer a perfect “match” for that business, it provides a sample and lends credibility to the overall program.

Appendix A

Moderator’s

Guide

Telework Focus Groups

Discussion Guide

A. Introduction (10 minutes)

Moderator will:

1. Introduce herself

2. Explain the topic to the group

3. Describe the ground rules of the group discussion

talk one at a time
no right or wrong answers
honest responses
okay to disagree

4. Explain that the groups are being audio/video taped and that colleagues who are interested in listening to the group are behind the mirror/watching from another room.

5. Have group participants introduce themselves

· name

· company and number of employees

· description of job responsibility

· length of time business has been in area

B. Attitudes toward employee commute (10 minutes)

1. Do transportation/daily commute issues affect your employees? If yes, in what way? [Probe for specific problems, etc.]

2. Who should help employees solve their transportation problems? Probe:

Þ employee’s responsibility

Þ employer’s responsibility

Þ local government’s responsibility

Þ state government’s responsibility

Þ federal government’s responsibility

3. Is it to the employer’s advantage to help employees solve their employee’s transportation problems? Why, why not? [If yes to previous question, ask:]

4. What can employers do to help employees with their work commute? Probe for EBT programs

5. Is your company currently offering any programs like this? Why or why not? What programs are you offering?

6. Awareness of air quality issues.

7. What is employer’s role in helping solve congestion and air quality problems?

C. Recruitment/Retention - Quality of Life - New Programs (10minutes)

Let’s switch gears a bit.

1. Is attracting and retaining qualified employees a problem? If yes, in what way?

2. Is your company doing anything specifically to help retain your existing employees?

3. What about quality of life issues, does your company do anything in particular to improve your employees’ quality of life?

4. Are there any employee benefit programs outside of the standard ones of healthcare that you offer your employees? (i.e. annual picnic, etc.)

5. Are new employee benefit programs like these typically introduced as a result of employees coming to you, direction from senior management, or ideas that you take to your company?

D. Attitudes toward Telework (10 minutes)

There are a number of ways that employers can help their employees with their work commute. Tonight, however, we are going to focus on telework programs.

1. Is everyone familiar with teleworking or teleworking?

2. Are you more familiar with the term telework or telecommute?

3. Tell me what you know about telework arrangements.

4. What, if any are the benefits of teleworking? How about the barriers?

5. Has your company had any experiences with telework arrangements? If yes, probe for details:

a. Formal/informal program? Is there a perceived need or value in having a formal program vs. an informal one?

b. How many people took part in the program?

c. Was it a positive experience? Why or why not?

6. What is your management’s current attitude about programs like telework? Probe.

7. What is your employees’ current attitude about programs like telework? Probe.

E. Developing a Telework Program in Hampton Roads (15 minutes)

The state of Virginia is planning to put a Telework program in place in the Hampton Roads/Richmond area. The objective of the program is to help manage traffic congestion and air pollution. This program would be designed to help employers develop and implement or expand a telework program for their company. I’d like to get your input on what elements the program should offer to businesses like yours.

1. What would encourage businesses in Hampton Roads to set up a telework program for their employees? Probe for responses.

2. What if the state brought in a telework expert to help you personalize a formal telework program for your employees?

3. What if the state provided documents on the Internet to help you develop a formal telework program with your employees?

4. What about an IT consultant to help with the technical set-up?

5. Do you think you would benefit from telework training and education? PROBE ACCEPTABILITY OF OFFERING TRAINING ON-LINE (REMOTE LEARNING) AVAILABLE ANYTIME VS. SEMINARS HELD TWICE A YEAR.

5. Are there any other things that would encourage telework programs?

6. Based on the list the group develops, the moderator will ask them to rate the relative importance of each attribute.

F. Proof of Performance and Evaluation (Asked only if Incentive Is Suggested) (5 minutes)

If the state provides money to businesses to start or expand a telework program, how should these businesses be held accountable? Probe.
What kind of proof of performance should be required to show whether the programs are being used?

G. Response to Telework!VA Program (20 minutes)

I want to tell you about a telework-incentive program that is already in place in another region of the state. It is called Telework!VA.

1. Has anyone heard of the Telework!VA program? [hand count]

a. Do you recall how you learned about the program?

b. What do you know about the Telework!Va program? [Probe for perceptions about the program.]

DISTRIBUTE HANDOUT

How the program works (show table below)

Attribute	Telework!VA Program
Incentive Level	Up to $3,500 reimbursement per telework employee based off 80% leased costs (currently up to 10 employees or $35K)
Technical Assistance	Technical consultant selected from a list of providers
Educational Assistance	On-line educational resources about telework programs
Equipment Lease	Funds may be used to lease equipment but not buy it
Program Development Assistance	Person to help develop telework policy for your company

*Accountability*
Contract period	2-Year Commitment
Telework requirement per employee	8 days per month
Participating businesses	Private businesses or non-profit organizations; minimum of 20 employees
Reporting	Quarterly expense reports and final surveys

2. What do you think about this? What are your overall impressions of the program? Probe for positive and negative responses.

3. Compared to the program we designed earlier in the session, which program do you prefer? Which do you think would be more effective in Hampton Roads?

4. If financial incentives are part of the program, ask: Do you really think that there has to be a financial incentive to encourage companies to adopt a telework program? Why or why not? Is the quarterly paperwork worth doing for the reimbursement?

5. What do you think of the annual employee survey?

6. What is the most attractive part of this? Equipment lease/reimbursement; (up to 80%), IT consultants; program consultants, or on-line educational resources? What are the critical elements?

H. Willingness to Use Program (10 minutes)

The following questions will reference the program most liked by the group.

1. To what extent would this program be an incentive for your company to begin a telework program? [Probe]

2. Who would be the principle person to decide to go forward with a telework program?

3. What would be the best approach to introduce this program to that person? What information would they need?

4. What do you think would be the chief concerns of that person and your senior management?

5. What kind of businesses do you think would be most interested in this program?

6. Do you think this program would be used by employers in Hampton Roads? Why or why not?

I. Communication (10 minutes)

1. What is the best way to reach employers about this program? [Probe for relative usefulness of mail, employer outreach, business association meetings, TV, radio, etc.] PROBE

2. Probe for using employee targeted communications to reach upper management

3. What should the key messages be?

4. In what associations do you currently have membership?

J. Check for additional questions and wrap up (5 minutes)

Appendix B

Description of Telework!VA

Program

Telework!VA Program

Purpose Provides incentives for Virginia businesses to establish or expand telework programs for employees. The program goal is to expand the use of teleworking to help manage growth of traffic congestion and air pollution.

Administered by Virginia Department of Rail and Public Transportation (DRPT)

DRPT

What the Telework!VA Program offers employers…

*Offering*	*Details*
Educational Assistance	On-line educational resources about telework programs
Program Development Assistance	Person to help develop telework policy for your company
Technical Assistance	A technical consultant selected from a list of providers
Monetary Incentive	Up to $3,500 reimbursement per telework employee based off 80% leased costs and 100% of consultant fees (currently up to 10 employees or $35K)
Equipment Lease	Funds may be used to lease equipment but not buy it
Participating businesses	Private businesses or non-profit organizations; minimum of 20 employees

What is expected of employers…

*Action*	*Details*
Complete Application	2-page document plus letter from authorized senior level decision- maker of the company.
Complete Contract (2 parts)	1. Conditions for participation 2. Legal contract
Implementation Requirements	1. Designate an internal telework team and develop a preliminary plan. 2. Conduct an employee survey to determine eligible employees. 3. Establish a formal telework policy and specify goals (includes implementation strategy with milestones and timelines). 4. Train telework supervisors and managers. 5. Implement program.
Telework requirement per employee	8 days per month
Contract period	2-Year Commitment
Reporting	Track results each year through surveys.
Requirements for Quarterly Reimbursement	1. Subject to implementation plan and successful completion of program milestones established for that quarter. 2. Must provide original vendor invoice. 3. No purchases/no advances.