Don’t teach for someone else’s company- create your OWN courses and promote them to your own audience (if you have a website or a blog). We use teachable.com to host our online courses. I create the course, put it on that site, and then students pay money to access the material. No need to apply to anything, but it does take a different kind of work!
Employees who telework may feel pressure to produce more output in order to be seen as valuable, and reduce the idea that they are doing less work than others. This pressure to produce output, as well as a lack of social support from limited coworker relationships and feelings of isolation, leads to lower job engagement in teleworkers. Additionally, higher-quality relationships with teammates decreased job satisfaction of teleworkers, potentially because of frustrations with exchanging interactions via technology. However, coworker support and virtual social groups for team building had a direct influence on increasing job satisfaction, perhaps due to an increase in skill variety from teamwork and an increase in task significance from more working relationships.
Turnover intention, or the desire to leave the organization, is lower for teleworkers. Those teleworkers who experienced greater professional isolation actually had lower turnover intent. One study found that by increasing feedback and task identity through clear communication of goals, objectives, and expectations, turnover intent decreased in teleworkers and quality of work output increased.
The roots of telecommuting are found in early 1970s technology that linked satellite offices to downtown mainframes through dumb terminals using telephone lines as a network bridge. The ongoing and exponential decreases in cost along with the increases in performance and usability of personal computers, forged the way for moving the office to the home. By the early 1980s, branch offices and home workers were able to connect to organizational mainframes using personal computers and terminal emulation. Telework is facilitated by tools such as groupware, virtual private networks, conference calling, videoconferencing, virtual call centre, Voice over IP (VOIP), and by the decreasing cost of good quality laptop computers. It can be efficient and useful for companies since it allows workers to communicate over long distances, saving significant amounts of travel time and cost. As broadband Internet connections become more commonplace, more and more workers have adequate bandwidth at home to use these tools to link their home to their corporate intranet and internal phone networks.
Will I be able to work a flexible schedule? Agents are able to set their own hours to work around their individual schedules. We offer you flexibility with your time, and in turn, expect the highest degree of professionalism on the job. When it comes to customer service, professionalism and accountability, we expect nothing short of insanely great!
“I first learned about TTEC from the university I was attending. I thought it would be a great idea to get a job working from home while going to school. When I first started working for the company, I was a seasonal agent. This grew into a permanent agent position. TTEC has enabled me to earn a degree, provide support to my family, gain skills in communication and technology, and meet great people from different parts of the world. What a wonderful company to work for! Every day is a great day here at TTEC!”
When it comes to a company’s work from home policy, everyone is different. Your productivity and overall success as a remote employee depends entirely on your preferred work style. That’s also the reason it’s hard to find any solid data on whether or not people are more productive at home. Anecdotally, it seems to boil down to personality type and the job you do. We’re all different, and some of us can’t fathom getting work done with a TV nearby and all our comforts of home surrounding us, while others find it a struggle to stay focused among office chatter and other distractions.
What’s more, it’s time to get those list-making muscles in working order. Without face-to-face communication, it’s easy to let things slip through the cracks, so you’ll need to find ways to be as organized as possible. You might find that you like to write things down in a notebook, or perhaps you prefer calendar notifications. Find what works best for you to keep you organized and on task.
A 2007 study of National Science Foundation employees indicated that approximately one-third participated in telework regularly, characterized staff satisfaction with the program, and noted savings in employee time and greenhouse-gas emissions as a result of telework. Rep. Sarbanes (D-MD) introduced the Telework Improvements Act of 2009 in March 2009. Co-sponsors of the bill included Reps. Connolly (D-VA), Wolf (R-VA), and Capito (R-WV). The bill requires each executive agency to establish a policy under which employees may be authorized to telework to the maximum extent possible without diminishing employee performance or agency operations. At the same time in the U.S. Senate, Sen. Akaka (D-HI) introduced the companion bill, along with Sens. Landrieu (D-LA) and Voinovich (R-OH).
If all Federal employees who are eligible to telework full-time were to do so, the Federal Government could realize $13.9 billion savings in commuting costs annually and eliminate 21.5 billion pounds (9,800,000 t; 9,600,000 long tons) of pollutants from the environment each year. Events in 2007 have pushed telework to the forefront as a critical measurement for the U.S. federal government. Telework relates to continuity of operations (COOP) and national pandemic preparedness planning, reducing dependence on foreign oil and the burden of rising gas prices, the Defense Base Closure and Realignment Commission (BRAC), and a focus on recruitment and retention. During a keynote address at the September 12, 2007 Telework Exchange Town Hall Meeting, Lurita Doan, at that time the Administrator for the General Services Administration, announced an aggressive commitment goal to increase agency telework participation. Her challenge would enable 50 percent of eligible agency employees to telework one or more days per week by 2010. As of 2007, 10 percent of eligible GSA employees telework, compared to 4.2 percent for the overall Federal workforce. Her goals were to increase participation to 20 percent by the end of 2008, 40 percent by the end of 2009, and finally 50 percent by 2010.
But once you’re in your home office—alone, every day—you might start to miss that collegial camaraderie. Since the UPS incident, I’ve reached out more to colleagues via IM and will post cute pics of my new puppy for my colleagues to see on Yammer. And when we’re on deadline, we even (gasp!) talk on the phone. It’s helped tremendously to make the disconnect not feel so severe. It’s a good balance between having peace and quiet when you need it and much-needed interaction with others, too.