Telecommuting Consultants International, Inc.
TCI provides consulting expertise to enterprise launching virtual teams and to governments and communities interested in moving toward a Kyoto culture of conservation.
PWGSC Ontario Region - 4900 Yonge Street
Type of Telework Application: Facility strategy
Type of Telework Application: Key employee retention strategy
One Tonne Challenge – Telework Education and Implementation Resource to Municipalities, Cities across Canada
Industry Canada – Satellite Officing
Hewlett Packard – Virtual Office Program Consultant
PWGSC Ontario Region – Temporary Telework Program Development
Toshiba – Target Market data - remote equipment targeting.
CSA Climate Change – GHG Registries – Canadian Telework Registry Web site, teleTRAC tool.
CCMD – PWGSC – Develop Manager's Guide to Telework – Virtual Workplaces
HP - Compaq Canada – Telework Program Redevelopment
PWGSC Ontario Region – Identify Potential for Telework in Staff Population
HRDC – Seminar development – Telework and Government Managers
CCMD – PWGSC – Develop - Deliver Learning Module on integration of Virtual Work into Federal Government Departments.
Shell Canada – Telework Program Track
South Western Bell – Virtual Office Market Research
Compaq Canada – Virtual Office Program Track
City of Toronto – Planning and Policy Research
PWGSC National Capital – Track Telework
Rogers Systems – Canadian Market Research
South Western Bell – Marketing – Demographic – Product Purchase database
PWGSC Ontario Region – Orient, Train and Deploy Staff to Home & Satellite Telework
Dupont – Telework Track Participant
Quebecor – Canadian Marketing Data
Nortel – Canadian Marketing Data Remote Work
Pre-construction, PWGSC and TCI deployed almost 100 staff and managers to home and satellite offices.
To capture of proof-of-concept, both onsite and teleworker populations were tracked before, during and after deployment. The captured data was compared to the TCI normative data base. On all Key Measures the program was judged to meet or exceed comparative data norms.
Selected Key Findings
A number of important professional and personal benefits were more pronounced in practice than expectation.
Effects on Work
Effects on Space Sharing
Effects on Family
Effects on (Reduced) Absenteeism
Effects on Commute Patterns
Effects on Commute Avoidance
30 Industry Canada staff use these satellite offices as a primary or alternate work location, attending the Toronto offices only as required. The intent was to retain qualified staff while better serving clients.
Selected Key Findings
In 2005, TCI will deliver virtual workplace information and implementation expertise, as part of Transportation Demand Management (TDM) strategies to reduce congestion and tail pipe emissions in Canadian OTC communities.
The Ministry maintains a number of shared satellite office sites, in outlying Ontario cities. Members of the Industry Canada staff use these satellite offices as their primary or alternate work location, attending the main offices only as required. The intent of this Alternative Work Strategy was to retain qualified staff, to better serve clients in the respective areas, and to enable staff to avoid long, daily commute times, into the main offices. The research project was developed to deliver the following core objectives:
Post – merger, TCI acted as Program Coordinator, working with HR and Facilities to combine the policies of the CQ-HP Virtual Office Programs.
In 1999, PWGSC- Ontario region began planning a major co-location venture, designed to reduce local facility requirements and centralize departments. The undertaking would involve renovations, upgrades to base building systems, as well as present an opportunity for revitalization of the workspace.
As a swing space cost avoidance strategy, Temporary Telework was a key component of the Project. Essentially, all full-time staff and or managers who had appropriate functions and reasonable tenure would be eligible to adopt telework as a temporary work option during the necessary construction period.
The core objectives supporting the use of a Temporary Telework strategy were:
Laptop technology is expanding rapidly and now outpaces desktop sales. Toshiba wanted to examine how virtual teams and telework will affect development and sales.
TCI and strategic alliance partner CSA Climate Change collaborated to develop the first Canadian Telework Registry and TCI lent its assistance to PWGSC and CSA in the development of the new Canadian emission tracking tool, teleTRAC.
TCI was retained to develop the first and most comprehensive “Manager’s Guide to Telework and the Virtual Workplace´. This unique, fast-paced interactive, electronic Guide includes the tools and resources that a manager needs to investigate the potential for application of remote work. It offers guidance as well as live support to those branches that want to move toward commute reducing telework with dispatch, and as a logical response to Kyoto, Federal House in Order and Business as Usual reduction targets.
Pre – merger, TCI acted as Program Coordinator, working with HR and Facilities to combine the policies of the CQ-HP Virtual Office Programs.
In 1999, TCI was retained by Compaq Canada to re-develop the digital Equipment Telework Program, (TCI – 1994). The Compaq Canada Virtual Office Program was developed to offer a common, cost-controlled standard for “virtual work” within the three merged cultures of Compaq, Digital and Tandem.
Virtual Office Program Track
Based on the approval of the Ontario Region Co-location project, Telecommuting Consultants was retained to determine the potential for telework within the staff population. Projections would form the basis of cost analysis for swing space, and stack & block requirements in final space. A collection tool was developed, which included built-in filters, designed to capture which staff could effectively work from home, versus those who would “like” to. The filters allowed identification of those staff able to meet the three following policy conditions for the adoption of Temporary Telework.
The survey identified 80 staff and managers, who met criteria, and were hence eligible for Home Office, or Satellite Office deployment. They would be deployed pre-construction, giving them time to acclimatize to the new work environment, so they would be prepared for full-shut down, when they would be expected to telework most of the days of the week.
TCI was Retained to develop and deliver Directors-Managers’ Education Training Module on how to actively incorporate integration of Virtual Work into Federal Government Departments. Objective – to create a mechanism that allowed for intelligent, barrier free discussion of virtual officing and to provide three pronged support in the form of tools, community of practice and consulting expertise to ensure adoption and maintenance of virtual work.
TCI was retained to track the efficacy of the Canada-wide sales force-based telework program.
Program Upgrade – Remote Skills training
In March 2002, Compaq Canada decided to test the Virtual Office Program, for proof-of-concept. Specifically, the objectives of the review were to:
Policy, market development research and position paper, assessment of bylaws restricting use.
In 2001, the Ottawa Technology Branch - Architectural & Engineering Services of PWGSC approached the Ontario Telework Project Team and offered to co-invest in a comprehensive tracking of the Telework portion of the Project. Specifically, the intend of such a track, was to assess the effectiveness of the Temporary Telework strategy, as well as to capture the demographics, work and commute patterns, output, equipment use and expectations of staff and managers at three points in the telework deployment process.
Phase 1> BEFORE the deployment of staff and managers to Temporary Telework.
Phase 2> DURING the time staff are Temporary Teleworking from home or satellite offices.
Phase 3> AFTER the construction is complete and Temporary Telework staff and managers have returned to 4900 Yonge.
Co-Ax cable competes with HSC. Rogers wanted to know how the growth of the Remote Worker would affect cable demand and expansion.
Orient, Train and Deploy Staff to Home & Satellite Telework
Julian Sales of Dupont headed up one of the first telework programs in Canada. In exchange for data, Dupont encouraged remote and teleworking staff to participate in a Canadian Telework Study.
T.C.I. - The Virtual Workplace Company
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