Chorus, a provider of clinical, practice management and financial software for health care providers, closed its Hasbrouck Heights, N.J., headquarters in early June and its other office, in Stafford, Texas (outside of Houston), in early July; that means all of the company's 35 employees and full-time consultants work at home.
Rick Boyd, who is Chorus's CIO, says the company decided to close its offices to save money (an estimated US$400,000 a year) and spare employees the hassle and rising cost of commuting. Chorus was able to make this move because it had much of the necessary technology and telecommunications infrastructure already in place that would allow employees to collaborate and communicate with clients. But the company also had to establish work policies designed to maintain employee productivity and customer service levels, figure out how the IT department would provide desktop support and identify software tools to make employee workloads more transparent for managers. In this second part of this story, you'll lean how Chorus addressed those challenges.
New Work Policies for a Virtual Company
Chorus developed work-at-home policies for telecommuters designed to maintain their productivity and the quality of service they provide to internal and external customers.
One aspect of the policy pertains to employees' work at home environment. Every employee needs to have a separate space in their home that they can use for work-ideally a separate room in their house or apartment with a door that they can close to separate themselves from their kids, pets, spouses or roommates. Employees also need to have a desk where they can work, even if it's just a folding table. The company doesn't want people working in front of the TV in their living rooms with their notebook computers on their laps or coffee tables.
Another aspect of the policy outlines the work equipment Chorus will provide to employees. In short, the company provides employees with all the computing and telecommunications equipment they need to do their jobs, such as laptops, monitors, keyboards, headsets and Internet service. Client services reps get paper shredders since they have to destroy certain documents to comply with HIPAA regulations. In one case where an employee needed a chair, the company gave the employee a chair from one of its about-to-be-closed offices. Employees pay for basic office supplies like paper, ink and toner cartridges, pens and Post-It notes out-of-pocket and submit expense reports for those items for reimbursement.
Chorus also set up a policy on work hours. Employees have to be at their desks in their home offices during normal business hours. They can't opt to work odd hours. All employees have to use instant messaging (IM) applications, and they have to put their phone numbers and their IM handle in the global address list on company's Microsoft Exchange Server.
In addition to the general work policies at Chorus, Marvin Luz, vice president of client services, says his group had specific, common-sense rules it had to follow. For example, they can't have TVs or stereos on in the background. Nor can they eat while on the phone with customers. These rules are meant to send the message that even though employees work from the casual confines of their homes, they must maintain a certain level of professional decorum while on the clock.
Every employee had to agree to and sign off on all of these policies. Existing policies, such as those pertaining to computer and internet usage, remained in place.