The case for telecommuting has already been made, what remains to be done is to overcome the inhibitors to its growth. This article discusses the main organizational challenges which need to be met in order to implement an effective telecommuting program. Obtaining management support for the idea is the foremost step before proceeding further. Equally important is the development of a well-planned telecommuting program to meet the organization's needs. The article lays emphasis on the salient aspects to be considered while developing a telecommuting program.

There are several advantages of telecommuting, not only for the individual and the organization, but also for the economy and the environment. Some of the most common and documented benefits for individual workers include increased personal productivity, increased flexibility to balance work and family responsibilities, decreased commuting time, greater control over work processes and time, personal savings such as wardrobe and transportation costs, etc. For the organization, telecommuting leads to a direct reduction of real estate cost, which can be quite significant. Increase in the employees' productivity and an enhanced organizational ability to attract and retain valuable employees, including those who are not able to work in an office due to family care responsibilities or those who are physically challenged, help in improving the organization's effectiveness. Thus, organizations are able to increase the rate of workforce participation by offering work-at-home programs. Telecommuting also helps in addressing environmental concerns by reducing automobile emissions, conserving fuel, and reducing traffic congestions. Considerable time and cost involved in commuting to the workplace is also saved. A number of companies offer telecommuting programs as an alternative way of working and ensure that prospective employees are made aware of their alternative work programs to increase the chances of attracting valuable talent. These companies include American Express, Bell Atlantic & Bell South, Chevron, Fannie Mae, General Electric, Merrill Lynch, Nike, Texas Instruments, IBM, Healthscribe India Pvt. Ltd., and several others.

However, telecommuting poses unique challenges for HR managers to manage, monitor, and support telecommuters. Although it offers an alternative method of working and a number of benefits, telecommuting has not taken off well as predicted. The key challenges confronting the implementation and growth of telecommuting are the managers themselves. Managers are reluctant to let the workers go out of sight for fear of losing control. They share a general discomfort with flexible workplace programs as they require a different style of management. Wells (2001) quotes Charles Grantham, President of the Institute for the Study of Distributed Work based in Windsor, California: "The biggest barrier to telework is still resistance by middle management. If Big Bob looks out over his Dilbertville and doesn't see cubicles filled with busy workers, he's going to wonder and feel uncomfortable about what he's paying the Little Bobs to do." The dearth of solid, objective data pertaining to the effects of telecommuting on the bottom line is another reason why managers are skeptical about promoting telecommuting programs. However, it is quite possible that managers themselves are responsible for not allowing telecommuting to progress to the extent whereby they begin to have an impact on the bottom line.

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