Analysis of the European Commission`s 2009 Teleworking Survey

Transcription

Analysis of the
European Commission’s
2009 Teleworking
Survey
25 June 2009
P O Box 159
Sevenoaks
Kent TN14 5WT
United Kingdom
www.cses.co.uk
Analysis of the Commission’s 2009 Teleworking Survey
Section
Analysis of Survey Responses
2
Feedback from Human Resources Managers
This report deals with the feedback received by the Human Resources Managers.
There were 41 responses from HR managers in 37 DGs, all of which have
implemented teleworking. A breakdown by DG is provided below:
Table 1: HR Managers - analysis of responses by DG
ADMIN
AGRI
AIDCO
BUDG
COMM
COMP
DEV
DGT
DIGIT
EAC
1
1
1
2
1
1
1
1
1
1
DG Responses
1 JLS
1 JRC
1 MARE
1 MARKT
1 OIB
1 OIL
1 OLAF
1 OPOCE
1 REGIO
ECFIN
ECHO
ELARG
EMPL
ENTR
ENV
EPSO
ESTAT
INFSO
1
1
1
1
1
1
1
1
1
RELEX
RTD
SANCO
SCIC
SG
SJ
TAXUD
TRADE
TREN
Total
2
1
2
1
1
2
1
1
1
37
The vast majority of DGs has implemented the teleworking scheme in 2007.
13.5% have done so in 2008 while 2.7% have implemented it during the pilot
scheme in 2003. A breakdown by DG is provided in following table. Across DGs,
there is a considerable variation in the proportion of staff engaged in
teleworking. The proportion of teleworkers in different Commission DGs ranges
from 1.7% in OIB and DG TRADE to 12.2% in DGT.
Table 2: Breakdown – Teleworkers by DG
DG
Year
№
DG total
% DG
Year
№
DG total
%
ADMIN
2007
38
700
5.4 JRC
2007
18
1727
1
AGRI
2007
42
928
4.5 MARE
2008
17
n/a
n/a
AIDCO
2008
14
588
2.4 MARKT
2007
24
404
5.9
BUDG
2007
25
410
6.1 OIB
2007
7
409
1.7
COMM
2007
19
506
3.8 OIL
2007
5
155
3.2
COMP
2007
16
641
2.5 OLAF
2007
14
331
4.2
DEV
2008
14
268
5.2 OPOCE
2007
16
610
2.6
DGT
2007
274
2,237 12.2 REGIO
2007
23
548
4.2
DIGIT
2007
12
390
3.1 RELEX
2007
15
664
2.3
EAC
2007
35
487
7.2 RTD
2007
112
1225
9.1
ECFIN
2007
22
467
4.7 SANCO
2008
24
657
3.7
ECHO
2007
6
165
3.6 SCIC
2007
43
712
6
Section
2
ELARG
2007
11
235
4.7 SG
2003
35
466
7.5
EMPL
2007
37
601
6.2 SJ
2008
13
351
3.7
ENTR
2007
41
745
5.5 TAXUD
2007
28
383
7.3
ENV
2007
18
527
3.4 TRADE
2007
4
426
0.9
EPSO
2007
5
114
4.4 TREN
2007
29
890
3.3
ESTAT
2007
65
608 10.7 Other
n/a
2017
n/a
INFSO
2007
39
832
4.7 Total
1,186
23,824
5
JLS
2007
26
400
6.5
As the following two figures illustrate, two thirds of teleworkers across the
Commission are female, while one third is male. The grades AD and AST are fairly
equally represented.
Breakdown – Teleworkers by Gender
35%
65%
Male
Female
Breakdown – Teleworkers by Grade
Section
1.
2
Publicising the teleworking scheme
According to the HR managers, information on teleworking has been mainly
circulated among staff via the Commission’s intranet. Apart from circulation
via the intranet and the hierarchy, a number of DGs sent out either a note or an
email to all staff from the Director-General or the Head of HR. A few DGs held
specific meetings, whereas some briefed about the scheme during other regular
meetings (of Heads of Units, of Directorate assistants, IT-correspondents, etc).
Table 3: HR Managers - dissemination of teleworking information to staff
Circulation methods
Via the Intranet of the DG
Via the hierarchy
Email to all staff
Other
2
№
30
18
6
4
%
81.1
48.6
16.2
10.8
Teleworking selection criteria and procedures
There is generally positive feedback from HR managers on the teleworking
selection criteria and procedures. An analysis of the feedback on different aspects
is provided below:
Table 4: HR Managers - Selection process
Selection process
Was the selection organised in accordance
with the ADMIN guidelines?
Do you find DG ADMIN's model
application well adapted to your DG?
Did you find it difficult to select the
applications among the ones received?
Is there an even distribution of teleworkers
among the directorates of your DG?
Yes
No
№
%
№
%
Total
№
%
34
91.9
3
8.1
37
100.0
31
83.8
6
16.2
37
100.0
35
94.6
2
5.4
37
100.0
17
45.9
20
54.1
37
100.0
The model application form was found to be well adapted to the needs of 83.8% of
DGs, though some complained that the procedure was too complex. Some of the
suggestions made by HR managers are presented in the following box:
HR Manager Suggestions – Application Procedures

To avoid two stages in the application procedure, it was suggested to combine the
application form and the teleworking agreement – this would also avoid two
rounds of signature collection.

With regard to prioritising applicants, several HR managers favour applicants who
have demonstrated their motivation particularly well/or who had a previous
record of good quality work or independence. Distance to the work place was also
a criterion used by some.

A number of HR managers advocate greater flexibility in the application/selection
procedure and think that DGs should be free to organise calls for expression of
interest if necessary (or just carry on with current tokens). However, opinions
differ and just as many believe that coordination across the COM with
streamlining of rules and parallel calls would be best with standardised selection
criteria and selection committees, etc.

Amongst the suggestions, the following was made in terms of streamlining
practices: ‘In order to guarantee homogeneous procedures throughout the
Commission but also in order to avoid double work in the Commission’s Human
Resources Units, OLAF would welcome if ADMIN B.4 could propose best
practices concerning the selection criteria and the procedural rules’ .
While the information provided in applications is generally seen as sufficient
to take a decision on approving/not approving a request to telework, two HR
managers said that many applications did not provide enough information to give
authorisation. In DGs where there were more candidates than places, priority was
granted for various reasons, including family responsibilities, disability or medical
reason and reconciliation of professional and private lives.
Various explanations were given for varying numbers of teleworkers across
different units and directorates within the DGs. Mainly this seems to be due to
teleworking not being suitable for particular tasks, e.g. medical staff, lawyers,
technicians, interpreters or those who travel a lot or attend many meetings. As a
result, it appears that a majority of teleworkers can be found in horizontal rather
than operational units, such as informatics, resource or other administrative units.
Many HR managers mentioned the fact that the allocations to telework had to be
compatible with the needs of the service and that a reasonable balance was necessary
between different types of jobs/areas of responsibility. In DGs where the priority
ranking was made strictly according to the suggested selection criteria (family
situations, age considerations, medical reasons), an even balance between
Section
2
Section
2
directorates was not necessarily found and finally, in some cases, a skewed
distribution can be explained by a lack of applications overall.
A total of 22 of the 37 HR managers had refused applications for teleworking.
The main reason was that the request was not in accordance with the guidelines
(other reasons included: incompatibility between job responsibility and telework,
needs of the service in question, lack of support from the line manager, lack of
personal motivation of candidate).
Table 5: HR Managers - reasons for application refusal
Reasons for refusal
Requests in discordance with the guidelines
Profile of the teleworker incompatible with the requirements
Reluctance of the hierarchy
Too many requests for the quota of tokens granted to DG
Balance between Directorates/Units
Other reasons
№
13
10
10
7
1
7
%
35.1
27.0
27.0
18.9
2.7
18.9
Other than communicating the results of the teleworking selection process directly
to the candidates themselves, the results were in some cases communicated more
broadly, either on the telework site of the intranet, via the activity report of the HR
unit, or in one case through the equal opportunities group.
Table 6: HR Managers - communication of selection results
Responses
Yes
No
Total
3
№
10
27
37
%
27.0
73.0
100.0
Teleworking agreements and tokens
Most DGs have concluded one-year agreements to allow staff the opportunity
to telework. Of the nine DGs which did not, five said that they applied a shorter
initial period (either 3 or 6 months) in order to test the success of the scheme but
that once these ran out they were to be renewed with 1-year contracts.
Table 7: HR Managers - Agreement issues
Section
Yes
Agreements
In general, have you concluded one-year agreements in order
to allow other staff the opportunity to telework?
Did you make any significant changes to this model
agreement?
Did you apply any additional rules in the agreements to those
indicated in the guidelines?
Have you foreseen any specific monitoring measures?
Did you have to put an end to any agreements in advance of
their expiry date?
2
No
Total
№
%
№
%
№
%
28
75.7
9
24.3
37
100.0
6
16.2
31
83.8
37
100.0
6
16.2
31
83.8
37
100.0
7
18.9
30
81.1
37
100.0
15
40.5
22
59.5
37
100.0
According to HR managers, the main reasons for putting an end to a
teleworking agreement before the expiry date was the staff member leaving
the DG or at the request of the teleworker. Short period teleworking was agreed
without a formal agreement or token in two-thirds of DGs – this was found to be
useful in all but one case. A few services have made changes to the original
agreement model. HR managers also had other suggestions:
HR Manager Suggestions – Agreement
Several DGs made proposals for changes to the model and it was suggested that the
agreement model should be adaptable depending on the needs of individual DGs. It
was proposed to include data protection clauses in the model and with regard to
termination of the contract, it was suggested to add a clause whereby managers would
have the right to unilaterally end the contract if needed. DG SANCO has added such
a clause to their agreements: ‘Under or non-performance can result in an immediate
return to standard office working’. It was also suggested that changes in the hierarchy
should not oblige teleworkers to have to sign a new agreement before the end of
existing one. For prolongations, a simplified version of the agreement was suggested.
DG OLAF suggested the following amendments: (1) deletion of the section “average
number of hours to be spent working at the display screen 1 B: Allow for more
flexibility on the teleworking schedule by (only) giving examples (e.g. weekday(s),
morning(s)/afternoon(s), week per month, individual agreement with the HoU in the
week before); (2) Another standard type of access should be created for teleworkers
who deal with confidential documents. This type should give “intermediate access”
but additionally provide a laptop (permanently or on a temporary basis) and biometric
memory sticks (permanently). They also suggest that an addendum relating to ‘the
choice of intermediate/full access’ should be made to the agreement.
Some additional rules were also proposed. The main proposals are: a maximum of
40% of working time can be done as teleworking; an obligation to either transfer all
calls to home number or to divert all calls to secretariat/designated contact person;
four years seniority as a precondition for eligibility; and teleworkers should be
prepared to accept different office arrangements, such as shared office; and personnel
leaving the DG in the course of an agreement should be obliged to give back their
tokens.
Section
2
On the whole, there have been no difficulties in obtaining teleworking tokens
from DG DIGIT. Around half the DGs (51.4%) had used all the tokens allocated
for the pilot projects. Among these, most (57.9%) had used more tokens, from its
global allocation.
Table 8: Token Usage
Used all takens
Yes
No
Total
№
19
18
37
%
51.4
48.6
100.0
The following table illustrates token usage by DG. Those DGs marked in bold (in
the left column) used additional tokens. The number of individual tokens asked for
ranged from 1 (OLAF) and 17 (SCIC), with the exception of 182 for DGT.
Table 9: Token Usage by DG
Used all tokens
DG
DGT
EAC
EMPL
ENTR
ESTAT
JLS
OLAF
RTD
SCIC
SG
TAXUD
ADMIN
AGRI
AIDCO
BUDG
DEV
INFSO
MARE
Did not use all tokens
COMM
COMP
DIGIT
ECFIN
ECHO
ELARG
ENV
EPSO
JRC
MARKT
OIB
OIL
REGIO
RELEX
SANCO
SJ
TRADE
TREN
Section
2
OPOCE
Of those that had not used all the tokens, reasons given included; ‘not enough
people interested’ (35.1%), ‘reluctance of the hierarchy’ (27%) and ‘few tasks that
can be teleworked in our DG’ (27%). Overall, most comments seem to imply that
there were enough tokens available in the various DGs, although six HR managers
mention that they would like to obtain additional tokens. In several cases, tokens
were returned as teleworking officials left the DG. In some DGs there appears to
have been an increase in interest over time.
Table 10: HR Managers - feedback on tokens
Yes
Tokens
Did your DG have difficulties in obtaining
tokens from DG DIGIT?
Did the communication between HR unit,
IRM and DG DIGIT function well?
Did teleworkers inform you of any
problems related to the tokens?
No
Total
№
%
№
%
№
%
5
13.5
32
86.5
37
100.0
33
89.2
4
10.8
37
100.0
14
37.8
23
62.2
37
100.0
There were some problems reported by teleworkers related to the functioning of the
tokens or the access to programmes, but most of these seem to have been resolved.
HR Managers’ Suggestions – Tokens
Distribution – A number of DGs mentioned that they could have used more tokens and
suggest that it should be possible to review the allocation from one year to the next. In
this context it was suggested that there should be a policy for redistributing unused tokens
and tokens relating to staff having moved to other DGs (some staff think they can
automatically carry on teleworking when changing to a new post). It was even proposed
that DGs who actively promote a better reconciliation of staff’s professional/ private lives
should be awarded more tokens.
Management – Several HR managers complain about the long delivery times for tokens
and the fact that they do not automatically know when a staff member has received their
token and started teleworking. They have not got time to follow each teleworker
individually. Other comments in this field were: ‘The TROC system does not allow us to
follow the allocation of tokens closely or flexibly enough’. ‘For staff who might need to
start teleworking immediately, it would be most helpful to receive a token without any
delay. A procedure should be found to facilitate this, e.g. by putting at the disposal of each
DG one or more tokens for this purpose only’. ‘Better management of tokens is needed at
the end of telework agreement (send back to DIGIT or keep them for new teleworkers
(instructions in token kit are not complete)? Sometimes the necessary software for
installation is missing - lack of assistance from Helpdesk (you should be able to contact
Section
someone with sufficient experience of problems related to telework). Creation of a special
telework Helpdesk for whole COM should be considered’.
‘There were some problems of coordination between DIGIT and ADMIN. Tokens were
distributed by DIGIT without bearing in mind the teleworking allocation, which caused
some confusion. The process of redistribution of unused tokens must be transparent and
the DGs must be informed about the criteria to be followed prior to the redistribution’.
Telework without tokens – There are many remarks in favour of extending this
possibility to more than one month and ensuring that there are no delays: ‘In case of
sickness, the person is often better by the time the administration goes through’. ‘Devrait
être plus approfondie et plus flexible, car effectivement, il y a beaucoup de tâches qui
peuvent s'effectuer sans token. Utile notamment dans les case de grèves….Clarifier la
situation du point de vue juridique’.
How many supplementary 'teleworking' tokens do you estimate your DG will
need for the next teleworking phase in 2010-2015
19
15
3
10-30
30-50
50-100
The vast majority of respondents indicated that their DG could use between 10 and
50 supplementary ‘teleworking’ tokens for the next teleworking phase in 2010-2015.
Only three, indicated that their DG could use up to 100 supplementary tokens.
4.
Day-to-day functioning of teleworking
A significant proportion of HR managers (40.5%) said they had difficulties in
applying/managing the imposed rules. A breakdown of the responses to this
question is provided below:
Table 11: HR Managers - did you have any difficulties in applying/managing
the imposed rules?
2
Section
Responses
Yes
No
Total
№
15
22
37
2
%
40.5
59.5
100.0
73% of HR managers said the workload related to the implementation of
teleworking was easy to manage, with the rest saying the workload was considerable.
All HR managers felt that the effects of implementation had been generally positive.
They agreed that the scheme should continue, either in its current format (37.8%) or
with some improvements/ modifications (62%). Several issues were raised by HR
managers in the open responses:
HR Manager Suggestions - Day-to-day functioning
Managing rules - A clarification of the rules in relation to part-time workers/those with
medical reasons and more flexibility in the system to allow these groups to telework was
specifically requested by 8 DGs.
HR managers mention incompatibility problems in relation to part-time work, with
dissatisfaction among part-time staff not to be allowed to telework (e.g. ‘many officials
take off Wednesday afternoons for their children and are thus excluded’). This problem
seems to have been made worse by having two different teams dealing with applications
for part-time work and teleworking. Request for parental leave during the summer period
require an interruption of the telework scheme, which is an additional burden for all
parties involved. ‘There is a need to clarify telework and part-time, making explicit which
types of part-time are incompatible and which require an interruption, or other solutions.
Combining teleworking with certain forms of part-time working should be allowed’.
Comments suggest that there is an expectation among staff to be granted telework for
medical reasons which is equally judged incompatible. ‘Many colleagues with a medical
condition have expressed the explicit wish to telework; these are people willing to work,
not necessarily sick but suffering from a medical condition which makes it difficult to stay
full time in the office, but nonetheless very motivated to keep on working’. ‘Among the
remarks in this context were: ‘It would be useful both for staff and the Commission to
accept medical reasons for teleworking (e.g. back problems or reduced mobility
subsequent to accidents or other medical reasons supported by the medical service’.
‘Would it not be possible to grant some tokens to the Medical Service which they could
distribute if necessary?’
The criterion ‘distance to work’ also causes difficulties (definition of ‘reasonable distance’
is necessary). There is a lack of understanding for the 50 km rule: ‘Staff is feeling entitled
to telework because of the distance between home/workplace (particularly in LU this is
the main motivation for requesting telework)’. Many people also appear to be dissatisfied
that one cannot telework from abroad.
Technical problems – ‘Many problems are due to incompatibility between personal
firewalls and virus protections on the official’s home computers and the VPN access.
Only a limited number of colleagues actually can use the token. Much more assistance
from the local or central helpdesks would be needed. Also the instruction DVD from
DIGIT is not seen as very clear’. In terms of access, views are divided as to whether ‘full
access’ with IT material supplied by the Commission or ‘intermediate access’ is the best
solution. It was suggested that full access is made easier for officials who have to work
with specific systems (SECEM, SIRE), even if the Commission does not supply the
equipment. It was suggested that ‘the SYSPER system should allow telework requests/
registration to be made and should include information on telework for statistical
purposes’.
Coordination between DGs – There was support for DG ADMIN’s network of
teleworking correspondents and it was suggested to develop a computer application in
order to follow up the teleworking situation in each DG. ‘Correspondents network is fine.
Support from the ADMIN unit is excellent’. ‘Meetings between teleworking
correspondents proven to be helpful for exchange of ideas and to solve problems
regarding the implementation of the guidelines. These meetings should continue as a way
of sharing best practices between DGs and DG ADMIN’. ‘It would be useful to develop
an inter-DG web tool (DG ADMIN as administrator) which would allow for visibility on
other DGs’ token usage for statistical purposes and to facilitate the possible transfer of
spare tokens between DGs’. ‘Spécifier et clarifier la répartition entre les compétences des
DGs et la DG ADMIN. Assurer la sensibilisation de la problématique dans les DG où la
hiérarchie n'est pas favorable à la mise en œuvre de télétravail’.
Tasks suitable for telework – There is a wish for clearer guidelines on which types of
tasks are considered suitable for teleworking. ‘The Commission or ADMIN B.4 could
specify, on the basis of their experience, what type of tasks they consider as not suitable
for teleworking’. ‘Il serait bon de pouvoir indiquer dans les avis de vacances si les tâches
sont "télétravaillables", avec la précision que le télétravail sera accordé uniquement avec
l'accord de l'hiérarchie et en fonction des tokens disponibles’. That said, some HR
managers advocate discretion within the services to decide on this.
Section
2
Overall Conclusions
Below, we provide a summary of the overall conclusions from the analysis of the
teleworking survey addressed to teleworkers and managers.
Extent of teleworking
Since the scheme was introduced in April 2007, an estimated 1,186
Commission staff (5% of the total) have started teleworking according to the
information provided by HR managers. The level of teleworking by Commission
staff is lower than in the wider European economy. As noted in Section 2, it is
estimated that overall 6% of European workers telework for at least 10% of their
working time and in some countries (e.g. Finland, UK) this practice is even more
widespread.1
Across the Commission, there is a considerable variation in the proportion of
staff engaged in teleworking. The proportion of teleworkers in different
Commission DGs ranges from 1.7% in OIB and DG TRADE to 12.2% in DGT.
Overall, female staff members account for a disproportionately high number of
teleworkers (65.3% of teleworkers are female although they account for half (50.8%)
of the actual number of Commission staff). There is very little difference between
different age groups and teleworkers are divided quite evenly between the two grades
of AD and AST. In general, the attitude of colleagues towards teleworkers is positive
or at least neutral. Very few have negative views.
Awareness raising, information and support
Almost two-thirds of the respondents (60.7%) had received information about
the Commission’s teleworking scheme. Amongst managers the proportion is
slightly higher (68.7%) which is perhaps to be expected. Categories of staff that have
a level of awareness about teleworking that is disproportionately high compared
with their numbers are female staff members and more senior staff. There is a
considerable variation across DGs with regard to the proportion of staff who say
they have been informed about teleworking which suggests that if the scheme is to
be promoted, the effort should be focused on specific areas of the Commission.
While feedback from the staff survey suggests that the information provided
on teleworking is generally accessible and transparent; the most common
way of finding out about the scheme was by word-of-mouth via a colleague.
Furthermore, the staff survey results indicate only a moderate level of familiarity
with various texts/documents outlining how the scheme works. Finally, between
48.6% and 60.2% of the respondents had either not sought assistance from or had
1
Turning European social dialogue into national action – workers and employers implement
telework agreement’, Europa Press releases RAPID, 11 October 2006. Retrieved from:
http://europa.eu/rapid/pressReleasesAction.do?reference=IP/06/1351&format=HTML&aged=0&
language=EN&guiLanguage=en
Section
3
Overall Conclusions
no opinion on the assistance offered by HR Services, IRM/own DG, DG DIGIT,
DG ADMIN. These results indicate scope for increasing the visibility of the
scheme.
Nearly two-thirds of teleworkers that have responded to the survey consider
that they have received adequate training in the use of equipment and with
regard to technical aspects of teleworking. However, there is a significant
proportion (35.4%) who stated that this was not the case. The survey data does not
provide an explanation for criticisms and shortcomings in training are worth further
investigating.
Application procedures
Most staff (66.9%) applied to telework in response to a call for interest
launched by their DG although a significant proportion (23.4%) took the
initiative and approached their HR unit with a request. It could be that as
teleworking becomes more common in the Commission (assuming this is the case),
the balance will shift more and more in favour of the latter route. Although more
than two-thirds of individuals that applied for teleworking found the information
provided by their DGs either ‘entirely’ or ‘more or less’ transparent, one in five
individuals found it not at all transparent. These results indicate that there is some
scope for making the selection procedures in the various DGs more transparent.
There is a considerable variation across Commission DGs with regard to the
proportion of teleworking applications that have been approved. The approval
rates for ‘regular’ teleworking range from just over a third (36.4%) of applications in
DG MARE and just over half (52.4%) in DG AIDCO to 100% in SCIC. (this
excludes DGs/services with 10 or fewer applications). Female staff members have
submitted a disproportionate number of applications to telework on a regular basis.
Relatively few of the respondents (less than 10%) had asked for permission to
telework for a short period (less than one month). The main reason was linked
to family circumstance. In most cases (72.2%) the request to telework on a shortterm basis was granted to the staff member. In fact, the overwhelming majority of
managers covered by the survey have positive views about the usefulness of shortterm teleworking. Interestingly, the acceptance rate for applications for regular
teleworking (83.1%) is significantly higher than for short-term teleworking. In many
ways the converse situation might be expected.
The main reason not applying for permission to telework was simply that the
individuals concerned were not interested. Another reason – accounting for
almost a quarter (23.5%) of responses – was that those concerned knew they would
not meet the criteria under the present rules for teleworking in the Commission.
Section
3
Overall Conclusions
Other reasons for not applying included that although probably eligible; their work
would not be compatible with teleworking.
Advantages and disadvantages of teleworking
Staff who applied to telework on a ‘regular’ basis did so for a number of
reasons, the main one (cited by 59% of the respondents) being to cut down on
transport costs and time. ‘Being at home with my family’, was the next most
common reason. For male staff members, cutting down on transport costs and time,
improving social life, are slightly more important reasons for teleworking. For female
staff, being at home more with the family and being able to continue/restart working
full-time are more important than for male colleagues.
For teleworkers, the most important advantage is the improved balance
between personal and professional life (93.1% of respondents highlighted this
as an advantage), followed by reduced travel costs and time (90.4%) and
improved work productivity (86.2%). Whilst these and other advantages are
recognised by non-teleworkers, this applies to a significantly lower proportion of
respondents in this category.
Notwithstanding the savings in travel time and costs, just over a third (34.0%)
of staff indicated that they have incurred extra expenses in teleworking. These
extra expenses mainly related to communication costs (broadband/ADSL and
telephone costs. Some staff have installed a second phone line), indirect costs such as
electricity and heating and ‘wear and tear’ on personal equipment, and investment in
a new PC/laptop or other IT equipment and home office furniture.
A number of disadvantages of teleworking were also identified – longer
working hours without the possibility of recouping the extra time, difficulty in
separating work from private life, etc. There was a tendency for a higher
proportion of non-teleworkers to identify these and other disadvantages than was the
case with staff participating in the scheme
Overall impacts and future
Overall, Commission staff consider that teleworking has a positive impact on
their ability to fulfil work commitments. The main benefit of teleworking is seen
as being able to improve the quantity and quality of work done, thereby increasing
job satisfaction. Perhaps not surprisingly, the least positive effects are associated with
communication with others.
The vast majority of Commission staff and their managers are in favour of the
teleworking scheme being extended. Interestingly, this applies to both
teleworkers and non-teleworkers (in both cases, 79% said the scheme should be
Section
3
Overall Conclusions
extended). Amongst managers, a lower proportion (67%) was in favour of extending
teleworking.
A number of possible improvements to the teleworking scheme – mostly
regarding the flexibility of the system and related to technical aspects – were
highlighted by managers, staff and HR services. The top suggestions included
more opportunities to telework occasionally in case of need (an average of 72.2% of
respondents across the three groups agreed with this idea), as well as more flexibility
for part time workers/those with medical reasons (suggested by several HR
services). Over two-thirds of respondents would like the option to renew the
agreement automatically. More than half of managers and staff (teleworking and
non-teleworking) would like to see the scheme to include working from abroad.
And nearly 60% of teleworkers and managers agree that token availability should be
increased.
Some HR services moreover requested additional support from local or central
helpdesks for the installation of software and for providing technical assistance. It
was furthermore suggested that the SYSPER system should be used for teleworking
requests/registrations as well as store information on telework for statistical
purposes. Over half of the respondents (61.5%) would like to be supplied with
Commission computer equipment. Finally, it was suggested that it would be useful
if DG ADMIN helped raise awareness of problems in DGs where management is
not favourably disposed towards teleworking.
Section
3
List of Survey Questions
HR MANAGERS
Has your DG implemented teleworking?
In which year was teleworking implemented in your DG?
How many teleworkers do you have today in your DG/service?
Publicity/Information
How did you circulate among staff the information regarding teleworking?
Did you choose the candidates for teleworking through one or several calls for interest?
Did you communicate the results of the selection process to your DG's staff in you DG
(number/directorates concerned)?
Selection
Was the selection of the teleworkers organised in accordance with the criteria set out in
the ADMIN guidelines? (the applications approved by the hierarchy were selected at a
central level by the HR)?
If no, did you do a specific notification to the EDPS?
Do you find DG ADMIN's model application well adapted to the needs of your DG?
Did you find it difficult to select the applications among the ones received?
Is there an even distribution of teleworkers among the directorates of your DG?
Did you have to refuse applications/requests?
For what reasons did you have to refuse applications/requests?
Has your DG used all the tokens allocated for the pilot projects?
Has your DG used more tokens for teleworking (from its global allocation)?
What are the reasons for not using all the tokens?
Agreements
In general, have you concluded one-year agreements in order to allow other staff the
opportunity to telework?
Did you make any significant changes to this model agreement?
Did you apply any additional rules in the agreements to those indicated in the
guidelines?
Have you foreseen any specific monitoring measures?
Have there been any situations when short period teleworking was agreed without a
formal agreement or token, as foreseen in the guidelines (cf. point III.6)?
In your opinion, was this short-period teleworking useful?
Did you have to put an end to any agreements in advance of their expiry date?
Tokens
Do you have any observations about the distribution/redistribution process or number
of tokens allocated between the DGs (as specified in the guidelines)?
Did your DG have any difficulties in obtaining 'teleworking' tokens from DG DIGIT?
Did the communication between your Human Resources Unit, IRM and DG DIGIT
function well in this regard?
Did the teleworkers inform you of any problems related to the functioning of the tokens
or the access to certain programmes?
Appendix
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Day-to-day functioning
Did you have any difficulties in applying/managing the imposed rules (for example,
incompatibility with part-time work, the articulation between sick leave/teleworking, the
notion of reasonable distance, monitoring of teleworkers, etc. …)?
Would you say that the effects of the implementation of teleworking in your
DG/service have been:
Would you say that the workload related to the implementation of teleworking in your
service was:
Do you think that the project:
How many supplementary 'teleworking' tokens do you estimate your DG will need for
the next teleworking phase in 2010-2015
(Open responses) Do you have any comments or suggestions regarding:
 The selection procedure
 The definition of the selection criteria
 The number of tokens available per DG
 The choice of intermediate/full access
 The role of DG ADMIN
 The role of DG DIGIT
 The role of DG's human resources units
 The text of the model agreements and applications
 The rules/criteria established in the guidelines (max 50% of a full time/no part
time with telework etc)
 The monitoring methods
 The possibility to allow occasional teleworking without tokens and without an
agreement (cf. guidelines point III.6)
 The level of flexibility/ autonomy given to the DGs
 The type of tasks suitable for teleworking
 The ability to register teleworking in Sysper 2 (time management)
 The taking into consideration of medical conditions
 The exchange of information between DG ADMIN and other DGs
 The exchange of information between DGs
Appendix
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Selection Process
 Up till now, the tokens OLAF received were sufficient to satisfy all
teleworking applications. As teleworking seems to be appreciated by staff, a
selection procedure will have to be put in place. In order to guarantee
homogeneous procedures throughout the Commission but also in order to
avoid double work in the Commission’s Human Resources Units, OLAF
would welcome if ADMIN B.4 could propose best practices concerning the
selection criteria and the procedural rules.
 The system of calls limits DG flexibility to allow staff start teleworking when
need arise. It should be enough with one call and if available tokens remain
we should be allowed to use them within the limits of available tokens.
 Our experience from the years 2007-2008 showed that there is no selection
procedure necessary because all requests could be served.
 Open for all
 Motivation des refus
 Laisser la DG libre de faire l'appel à manifestation d'intérêt
 Il n'est pas assez clair qui est l'AIPN: directeur ou RRH? Ni le formulaire de
la demande ni les lignes directrices ne l'indiquent clairement. Il serait utile de
recommander la mise en place des comités de sélection, etc. Voie d'appel si la
hiérarchie ne veut pas donner son accord (RRH? Comité de sélection?)?
Même si le télétravail n'est pas un droit statutaire, un fort sentiment d'injustice
se crée car le demandeur potentiel a parfois du mal à se faire entendre par
quelqu'un d'autre que sa hiérarchie
 Assurer un suivi plus strict de la mise en oeuvre décentralisée dans les DG
(notamment un planning plus harmonisé, des appels à candidatures à lancer
en parallèle dans les DG et services)
The definition of the selection criteria
 Selection criteria should be common in the Commission
 See supra concerning the selection procedure.
 Plus grande flexibilité pour les personnes qui habitent loin du lieu
d'affectation. Plus flexible en Matière de congé dit collectifs; grèves, etc.
 It would be helpful to have more specific selection criteria to be applied by all
DGs.
 Guidance from ADMIN (or sharing of best practices with other DGs) would
be very welcome.
 Family or health situation should also be considered.
 Des lignes directrices plus précises et plus claires
 critères de sélection à établir au niveau central selon un ordre de priorité
pertinent pour faciliter le départage des situations de ex-aequo; d'autres
obligations relatives à la vie privée (à part la garde d'enfant) devraient être
prises en considération davantage (par ex. motivations liées à la participation à
des formations suivies par le fonctionnaire à l'extérieur, certains handicaps du
fonctionnaire, l'assistance aux membres de la famille ayant des problèmes de
santé)
The number of tokens available per DG
 Voir commentaires
 Une fois rendus les tokens ne sont plus disponibles pour la DG l'année
Appendix
A
suivante ce qui signifie un status quo dans les chiffres d'une année à l'autre.
Ce sera le cas de 2009 puisque l'ADMIN autorise de continuer l'applicaion
du flexitime mais n'a pas prévu d'en augmenter les tokens
 The number of tokens available for the DG should be increased
 see above (need of 30-50 extra tokens)
 Regarding the rising number of demands, OLAF is in favour of a moderate
increase of tokens.
 possibilité de revoir les chiffres en cas de restructurations impliquant un
changement significatif du nombre d'effectifs des DG; possibilité de
redistribuer les tokens non utilisés; définir une approche pour les
télétravailleurs mutés vers une autre DG (éventuellement à travers un quota
"résiduel")
 Plus de token seraient nécessaires
 L'estimation des besoins pour la DG à l'horizon 2010-2015 est tout à fait
approximative et pourrait être modifiée en fonction de la demande réelle.
 Insuffisant
 DGs who are actively promoting teleworking as a means of helping their
staff better reconcile their professional and private lives could be awarded a
greater number of tokens.
 As said we could benefit from some more - the problem is the space on the
JLS server for tokens because we need to ensure that everyone having a
token (also those for the Business Continuity Management) has access.
The choice of intermediate/full access
 L'accès complet devrait être facilité pour les personnes qui ont besoin de
travailler avec des systèmes spécifiques (SECEM, SIRE). Peut-être revoir les
conditions avec la DIGIT et ne pas conditionner le "full access" à la
possession d'équipements de la Commission.
 In case teleworking would be seriously considered so as to save office space,
we would suggest to switch over to full access tokens in order to win some
more interest for telework and be able to get a gain out of it in this respect
 During our informal discussions with teleworkers and their line managers the
consensus was that it would be preferable to have full access and that IT
material would be supplied by the Commission.
 DG's should be able to derogate if appropriate for their specific needs.
 Consider the possibility of teleworking with a basic access. Some staff are
using this type of access and it seems to work well.
 Another standard type of access should be created for teleworkers who deal
with confidential documents. This type should give “intermediate access” but
additionally provide a laptop (permanently or on a temporary basis) and
biometric memory sticks (permanently). Because of its costs, OLAF will not
provide full access; this possibility could therefore be withdrawn.
 Accès intermédiaire est satisfaisant; l'association des unités informatiques des
DG à la procédure est très utile (helpdesk aux télétravailleurs en cas de
problèmes techniques, formation avant le début du telework)
 Accès complet et mis à disposition du matériel informatique par la
Commission, configuration commune sur les pc pour un faciliter le support et
l'assistances des services informatiques
Role of institutions
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Spécifier et clarifier la répartition entre les compétences des DGs et la DG
ADMIN. Utile de définir clairement la situation quand le télétravailleur change
de DG, car parfois celui-ci pense qu'il peut automatiquement continuer à
télétravailler dans son nouveau poste. Assurer la sensibilisation de la
problématique dans les DG où la hiérarchie n'est pas favorable à la mise en
œuvre de télétravail
The teleworking matter being dealt with at the meetings of the Equal Opp
Group and afterwards by the Teleworking Group was very useful. It allowed
for the necessary information and good follow-up by Admin and for learning
from the experience of other services.
More assistance concerning standard selection procedures and criteria as well
as concerning standard calls for applications would be welcomed.
The setup of a correspondence network is a very good initiative.
Plus d'information sur le télétravail et l'organisation du télétravail aux
managers, des informations sur l'organisation de la pratique pour diminuer
l'éventuel manque de confiance du management
Maybe foresee a computer application to follow up teleworking situation in
each DG.
Coordination et définir des lignes directrices plus claires
As coordinator DG, to ensure a more effective communication between
DIGIT and the other DGs (please see the reply to the question related to DG
DIGIT role)
Clarifier plus le rôle de l'IRM, mieux leur expliquer les différences entre le
"télétravail" (= expression toujours utilisée par les informaticiens pour tout
personnel pouvant travailler de son domicile) et le "télétravail sous
convention", permettant au personnel de s'absenter du bureau durant les
heures de travail
The name of a teleworking correspondent would be useful - or at least a
functional mailbox?
Technical assistance should improve
Renforcer le help desk aux télétravailleurs. ceci serait évidement faciliter par
une configuration commune
Possibilité de gérer (collaboration entre les unités RH et Informatiques des
DG) la marge de manoeuvre découlant de l'allocation forfétaire en cas de forte
demande dans le cadre des appels à manifestation d'intérêt
DG DIGIT should create a help desk to support/help teleworkers ; DG
DIGIT should respect the allocation of teleworking tokens of DGs, deveiation
of tokens should only be done following agreement with DG concerned
Create a section for managing telework requests in Sysper2.
An improved communication between DG DIGIT and the other DGs (local
HR & IRM units) would be welcome. At present, at HR unit level (EAC at
least), there is a lack of information concerning the support activities provided
by DG DIGIT: - the technical training sessions' dates and venues; - the
number of teleworkers having attended the training; - the number of
teleworkers having received the tokens and the installation CDs and the date
of receiving; - contact points in DIGIT.
We would like to decentralise the selection process to the Directors. We feel
this would make them feel more involved in the process.
Appendix
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Veillez à la transparence et l'égalité de chances dans le cadre des exercices de
télétravail. Donner l'assistance aux Directions/unités dans le cadre de tout
l'exercice (lancement, ....)
Il serait utile de préciser les points sur lesquels les DG ont toute autorité. Et
dans le cas où la liberté de la mise en œuvre est accordée aux DG, ne plus
s'intéresser à leur règlement intérieur dans la limite où ceux-ci ne mettent pas
en doute les principes de base et ne violent pas les droits de base de
télétravailleur (comme p.ex. interdiction de télétravailler lundi ou vendredi,
etc.). Les différences peuvent d'ailleurs présenter une certaine concurrence
entre les DG leur permettant d'attirer plus de personnel.
If not done by DG ADMIN, foresee a computer application to follow up
teleworking situation in each DG.
efforts systématiques de sensibilisation de l'encadrement et information du
personnel, donner du feedback sur la procédure, mettre l'accent sur la
transparence et donner la possibilité au plus grand nombre de candidats
éligibles (système de rotation, conventions avec une durée plus limitée dans le
temps)
The text of the model agreements and applications
 The right of the managers to unilaterally end a contract, if needed, should also
be inserted in the model agreement.
 Rappeler aux personnes qui quittent la DG en cours de convention
l'obligation de remettre leurs tokens; obligation aussi de signaler tout
changement des motivations afin de vérifier si les critères de sélection sont
toujours remplis
 OLAF suggests the following amendments of the model agreement: 1. A:
deletion of the section “average number of hours to be spent working at the
display screen B: Allow for more flexibility on the teleworking schedule by
(only) giving examples (e.g. weekday(s), morning(s)/afternoon(s), week per
month, individual agreement with the HoU in the week before) Addendum:
An addendum should also be foreseen for intermediate access and the access
proposed in the answer to the question “The choice of intermediate/full
access”. For all different types of access all requirements for the handling of
hard and software as well as all necessary security measures should be
specified in the addendum, without referring to other documents. For
prolongations, a simplified agreement should be used (see above).
 Nécessaire d'élargir les informations dans la demande d'autorisation: lieu de
télétravail, type des logiciels nécessaires pour le travail, etc. Indispensable pour
RRH de connaître ses données avant de donner son accord. La convention
pourrait reprendre moins d'information: période, type de travail et moyens de
contrôle.
 Model should take into consideration the possibility to continue teleworking
until end of agreement without having to sign a new agreement when there is
a change in the hierarchy.
 Mettre à disposition plus de modèles en fonction des situation qu'une DG
peut avoir
 It would be very useful to have telework requests introduced in Sysper2 as it
is the case for part-time and parental leave requests.
 It can be adapted to each DG
Appendix
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Appendix
A
Il serait utile d'ajouter une case standard pour y indiquer le N° de bureau.
Electronic input via SYSPER
A new template with inclusion of the data protection clauses.
The rules/criteria established in the guidelines (max 50% of a full time/no part time with
telework etc)
 Teleworking should not exceed 50 % of the working time; an exception could
be made for short term teleworking agreements (e.g. in case of serious illness
of a family member).
In order to give better possibilities to reconcile
professional and private life, teleworking should be opened to part time
workers and staff who purchased time credits. It will, for example, then be
possible for a parent to work on Wednesday mornings at home (teleworking)
and take the half day off on Wednesday afternoon to take care of her/his
children. The sum of part-time and time of teleworking should not exceed 50
% of the standard (full) working time.
 Permettre aux travailleurs à temps partiel de télétrailler
 Part-time restrictions should be abolished. It should be up to the managers to
decide as long as reasonable presence in the office is agreed between manager
and staff
 Our hierarchy seemed to think tha t50% of teleworking was too much and
thus wanted to have it limited to 40%. We understood, however, that we
cannot deviate from the general conditions and that 50% should be offered to
the candidates. Anotehr recurrent request was to be able to spread teleworking
over a working week by way of hours, not by a minimum of half a day. This
would allow some colleagues to take their children to school in the morning
and collect htem in the evening every single day of the week, not only on
teleworking days.
 Make rules on specific forms of part-time work more flexible and more
explicit.
 Le temps partiel devrait être compatible avec le télétravail
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It should be possible to combine part-time and teleworking under certain
conditions.
It should be possible to combine part-time and teleworking as long as it does
not exceed 50% of working time.
In some exceptional (medical) cases, combination of teleworking with parttime might be beneficial
In cases where, due to medical reasons, the person is not able to leave the
house, a 100% teleworking would be advantageous for both employer and
employee, provided that: - according to the medical certificate the person is
able to work from home, - teleworking is requested by of the concerned
person, - it takes place for a limited period (time limit to be defined).
Il faut des limites dans les lignes directrices de la Commission avec des
amendements possibles d'après les activités de la DG (p.ex. pour un
fournisseur de service le maximum de temps de télétravail serait de 40%).
Compatibility
Combiner part time et télétravail avec un maximum de 50% éventuellement
augmentation des 50% au cas par cas
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As stated above the possibility of combining part time with telework could be
dealt with more flexibly on a case by case basis in dialogue with the applicant,
his/her line manager and the HR team.
 50% rule fine with us but one could open up the possibility for part-time
workers as of 80%
The monitoring methods
 Storage of information in SYSPER would enable more reliable records to be
kept.
 More guidance if possible.
 More guidance as to what kind of monitoring methods should be put in place.
 Make available a satisfaction questionnaire addressed to teleworkers and
hierarchy when request of extension of teleworking agreement.
 If possible more advice on monitoring guidelines.
 Control guidelines for local managers.
The possibility to allow occasional teleworking without tokens and without an
agreement (cf. guidelines point III.6)
 We leave this completely to the Heads of Unit to manage with their staff.
 Veuillez donner plus de précisions quant aux obligations réciproques
 This is an important facility that should be maintained. For staff that might
need to start teleworking immediately, it would be most helpful to receive a
token without any delay. A procedure should be found to facilitate this, e.g. by
putting at the disposal of each DG one or more tokens for this purpose only.
 The one month period in Paragraph I.6 of the Commission guidelines should
be extended to at least three months.
 That should not be called teleworking. It's a special working arrangement.
 In duly justified cases for imperative personal reasons
 in case of sickness the person is often better by the time the administration
goes through
 Il faudrait évaluer la possibilité d'un système sans token "physique"
(DIGIPASS) qui permettrait peut-être une réduction du coût de gestion.
 Il est essentiel de maintenir cette possibilité
 Fully support to be able to telework without agreement and without token.
 étendre à deux moi le travail ad hoc sans token
 donner la possiblité de travailler sans token pour ce qui est de certaines tâches
(lecture de documents par ex.) mais une convention devrait être toujours
signée
 Devrait être plus approfondie et plus flexible, car effectivement, il y a
beaucoup de tâches qui peuvent s'effectuer sans token. Utile notamment dans
les cas de grèves, pour ceux qui peuvent facilement travailler sur les
documents, les données etc., mais tout en assurant le "service minimal à la
clientèle". Clarifier la situation du point de vue juridique.
 Ceci devrait pouvoir se faire dans des cas exceptionnels et limités
The level of flexibility/ autonomy given to the DGs
 Too little autonomy - we would like to add a few rules on availability of the
teleworker during office hours but this is made impossible in the current
Appendix
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framework.
niveau de flexibilité/autonomie des DG dans les limites où il s'agit d'une
modalité mise à disposition de tout le personnel de l'institution; donc les règles
de mise en œuvre devraient être les mêmes
Les DG devraient être plus autonomes car les besoins, le type, l'organisation et
les conditions de travail diffèrent d'une manière si importante qu'il n'est pas
possible de saisir au niveau central toutes les spécificités. Assurer toutefois le
contrôle du respect des règles de base (tout en spécifiant très clairement ce qui
doit être strictement respecté et ce que les DG peuvent adapter à leur besoin:
p.ex. temps maximal de télétravail peut varier d'après les besoins).
La bas et les règles doivent être claires, uniformes mais l'autonomie endéans le
cadre est appréciable
DG should be given freedom to adapt guidelines and agreements to special
circumstances as long as work/deliverables are not affected, e.g. temporary
family circumstances, health or other specific circumstances in relation to
tasks. More flexibility concerning the definition of place of work apart from
residence, regarding part time or percentage applied to teleworking time.
The type of tasks suitable for teleworking
 Whilst initially there was some resistance in awarding teleworking to members
of staff involved in financial functions however the technical possibilities of
scanning documents and access to common drives and systems such as ABAC
from home have eliminated such obstacles.
 We had echoes from some colleagues, secretaries that they feel they are
discriminated against because they cannot hope to be granted the possibility to
telework because of the nature of their tasks.
 This should be left entirely to the Heads of Unit.
 That should be decided on DG level
 OLAF would welcome if the Commission or ADMIN B.4 could specify, on
the basis of their experience, what type of tasks they consider as not suitable
for teleworking.
 More central guidance, explicit in the guidelines, because this is the document
that staff consults and refers to.
 In my own experience, prior to relex, the decision on whether task were
eligible or not were less than transparent
 Il serait bon de pouvoir indiquer dans les avis de vacances si les tâches sont
"télétravaillables", avec la précision que le télétravail sera accordé uniquement
avec l'accord de l'hiérarchie et en fonction des tokens disponibles
The ability to register teleworking in Sysper 2 (time management)
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Would improve organisation, management, and monitoring and data
collection.
This would be a more modern tool for handling teleworking requests. The
requests are currently circulating on paper.
The possibility exists in SYSPER2 for flexitimers. This should be generalised
in some form or other for all staff so complete stats can be generated.
Teleworking should be registered in Sysper2 (TIME management module)
Si la personne fait le flexitime il serait peut-être utile d'enregistrer le télétravail
Appendix
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dans sysper 2 mais sinon non.
Registering teleworking requests in Sysper 2 might facilitate the administrative
procedure. However, given the low number of teleworking applications,
OLAF does not consider it indispensable.
 Prévoir la possibilité d'enregistrer les horaires réellement pratiqués
 Oui ce serait bienvenu car cela n'est possible que pour les personnes faisant du
flexitime
 It would be useful if teleworkers could encode their teleworking schedules in
SYSPER 2 for monitoring / statistical analysis.
 It would be interesting to provide encoding possibilities in Sysper
 Faciliterait beaucoup la gestion car actuellement, si la personne p.ex. part en
CCP, le gestionnaire n'est pas au courant.
 Au même titre qu'une formule de travail d'un temps partiel à préciser dans la
grille horaire
 A box in Sysper/flexitime module should be added to allow
registration/statistics of ad hoc teleworking
The taking into consideration of medical conditions
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What could that be?
The JRC implemented, in very few cases, Teleworking also for medical
reasons, for a limited and identified period of time. In this case the request of
the staff member has been supported by the advice of the relevant
Commission's Medical Services. Some more specific guidelines for this case
could be very useful.
Teleworking can be a good way of reintegrating staff after long-term sickness
absence or in the case of recovery from a physical injury which prevents the
staff member from coming to the office.
Special common rules should exist for officials with handicaps or disabled
officials.
Some staff are dissatisfied with the fact that teleworking is not possible in
situations like accidents causing reduced mobility.
Oui mais cela dépendrait du type d'absence pour raisons médicales
OLAF is in favour of allowing teleworking to staff who otherwise would be
on medical leave (full or half time). This would be profitable to both the
employer and the person concerned. However, this possibility should be
voluntary for staff. Tokens should not be taken from the quota per DG but a
quota should be put at the disposal of the Medical Service.
Medical service is now no longer advising in this sense which is good. Up to
the DGs to consult the medical service when needed.
les aspects médicaux doivent être pris en compte (par ex. au niveau des critères
de sélection) mais le rôle du Service Médical doit être clarifié
Les aspects médicaux devraient être pris en compte lors de la sélection des
télétravailleurs, en tenant compte de l'avis du service médical et du supérieur
hiérarchique.
It would be useful both for staff and the Commission to accept medical
reasons for teleworking (for instance back problems or reduced mobility
subsequent to accidents (which is not considered an handicap) or other
medical reasons supported by the medical service. DGT has an important
Appendix
A
number of requests BY STAFF including this motivation (which is very
difficult not to accept)
 It should be possible to combine medical part time with teleworking for
reintegration into service of staff following long term medical absence
 Intervention chirurgicale / immobilisation de la personne.
 In cases where, due to medical reasons, the person is not able to leave the
house, a 100% teleworking would be advantageous for both employer and
employee, provided that: - according to the medical certificate the person is
able to work from home, - teleworking is requested by of the concerned
person, - it takes place for a limited period (time limit to be defined).
 In case of sickness the person is often better by the time the administration
goes through
The exchange of information between DG ADMIN and other DGs
 Meetings between teleworking correspondents proven to be helpful for
exchange of ideas and to solve problems regarding the implementation of the
guidelines. These meetings should continue as a way of sharing best practices
between DGs and DG Admin.
 Le nombre de token libres en cas de mobilité inter DG information sur une
réserve de tokens
 It would be useful to develop an inter-DG web tool (DG ADMIN as
administrator) which would allow for visibility on other DGs token usage for
statistical purposes and to facilitate the possible transfer of spare tokens
between DGs.
 Correspondents’ network is fine. Support from the ADMIN unit is excellent.
The exchange of information between DGs

Up to now this has happened informally. As one of the initial DGs in the
earlier pilot scheme DG EMPL was contacted by many other DGs for
information exchange and guidance.
 Meetings between teleworking correspondents proven to be helpful for
exchange of ideas and to solve problems regarding the implementation of the
guidelines. These meetings should continue as a way of sharing best practices
between DGs
 Meetings set up by DG ADMIN concerning teleworking to exchange ideas
and discuss problems are useful and should be continued.
 Informal contacts were very positive - all contacted DGs were ready to share
their experience.
 en cas de mobilité, échange d'information sur les disponibilités des tokens
 As for previous question.
Final Comments
 Une unité envisage la possibilité de suspendre/adapter partiellement le
télétravail en période de vacances d'été et/ou de fin d'année en fonction du
nombre de collègues restant présents dans les locaux de la Commission) Un
chef d'unité demande à ses collègue sd ene pas télétravailler une veille ou un
lendemain de congé (changement ponctuel du jour de télétravail prévu)
 The teleworking system is working well in the LS. The rules governing the
availability of teleworking are clear and easily implemented and the tasks and
agreements are clear and easily managed. There are some questions concerning
Appendix
A





ad hoc teleworking, i.e. without tokens but a flexible and pragmatic approach
has resolved any difficulties which have arisen
Pour répondre a ce questionnaire, encoure faudrait-il comprendre a quoi
correspondent les questions. Je ne pratique pas le teletravail, j’en ignore els
conditions actuelles, et je suis pas en mesure de répondre a ce questionnaire …
Lorsque je réponds NON aux questions, c’est uniquement pour que ce
commentaire final puisse vous parvenir …
It should be possible also to share IT infrastructure (dedicated server) between
DGs: this was a major obstacle for the implementation in our DG and
attempts to work with other, larger DGs were aborted for IT security reasons.
This should be looked at closely.
Il serait intéressant d'avoir du matériel par la commission ceci permettrait
d'avoir des pc de pareil configuration et n'obligerait pas le télétravailleur
d'acheter du matériel. La Regio a beaucoup de missions il serait intéressant
d'augmenter le nombre de tokens en vue de ces missions.
I would like to see it made compulsory in the job adverts if the position (task)
is eligible for teleworking
Some more specific guidelines about the interpretation/implementation of
Art. 20 of the Staff Regulation in the context of teleworking could be very
useful.
Appendix
A

Analysis of the European Commission`s 2009 Teleworking Survey

Transcription

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