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Improved productivity. While there are some who question the productivity gains espoused by companies that offer telecommuting options to employees, most will claim a positive impact. The Gartner Group has estimated productivity improvements from 10 percent to 40 percent. Nortel, with more than 4,000 telecommuters, reports productivity improvements of 24 percent since 1995 — with an associated 10 percent increase in job satisfaction and reduced turnover risk of 24 percent.

Reduced sick time. Employers find that telecommuters have fewer sick days — an average of one to two days a year. It makes sense. There are times when a cold may make the thought of spending the day at the office seem like torture, but you might be perfectly able to function at home.

Reduction in office space costs. IBM has reported $75 million in annual savings on real estate expenses because of their telecommuting program. AT&T estimates that its implementation of teleworking results in an average savings of $25 million per year.

Environmental concerns. While the US Clean Air Act was changed in 1995 and no longer makes reductions in car-commuter trips mandatory, and further environmental laws may be forthcoming, environmentally aware employers know that telecommuting can have a positive impact on traffic congestion and, ultimately, emissions.

Weather and other traffic-related concerns. In Atlanta, companies began implementing telecommuting during the summer Olympics of 1996 when traffic, related not only to the event but also to event preparation, created difficulties for commuters. In northern climates, telecommuting means that snow days are a thing of the past. When you have only to commute on foot from one room to another in your house, bad weather is no longer a barrier.

Broader talent pool. The labor pool has experienced some significant fluctuations over the past few years. It is sometimes difficult to find skilled, qualified, and motivated employees. Telecommuting (and the technology that goes with it) makes it possible to bypass the boundaries of geography. For employers, that means the ability to select from a much broader pool of talent. It also means that barriers are removed when, for instance, a merger means that corporate headquarters moves to a new location and a number of highly skilled employees, unable or unwilling to relocate, now have the option of continuing to work for the company, but from their homes.

Enhanced opportunities for disabled individuals. Telecommuting provides a workable and effective way to accommodate employees with various health problems and disabilities that might otherwise keep them out of the labor market. Far beyond complying with legal regulations, the option of telecommuting can allow employers to provide highly qualified but disabled employees with the opportunity to contribute their talents toward meaningful endeavors.

Improved attractiveness of company to job candidates. Employees are, more than ever, giving their personal lives precedence over their professional lives. To many, the ability to work in a flexible environment is very attractive. Even those employees who are not interested in telecommuting may perceive a company that offers the option as being progressive and concerned with meeting the needs of its employees.

Move toward management by results. All managers should manage like managers of telecommuters. By focusing on results, managers can let go of outmoded ideas of employee surveillance or concern about the number of hours that an employee puts in. What matters are the outcomes. Today’s successful managers work collaboratively with their employees, recognizing that the measurement of performance depends more on quantitative results than subjective perceptions of an employee’s hard work.