At the same time, however, many employers balk at the idea of employees working at home all the time. Whether it's some antiquated notion that employees can't possibly be working if they're not physically in a cubicle at work, or the fact that managers may favor employees who are in the office more, telecommuting often fails for some very simple reasons.
Nancy DeLay, an organizational psychologist and telecommuting expert with Kenexa, says that one of the biggest problems is that employees themselves don't set up their home-based work to be successful.
''The biggest mistake is that employees don't personally define their boundaries - both physical and psychological - while working at home,'' she says. ''You've got to have a dedicated space that not only helps others recognize that you're working, but you've also got to be able to walk through a door at home and know that it's time to put your work hat on.''
Those who work from home also often fail to set up boundaries regarding their work schedules, DeLay says. Specifically, telecommuters may check their work e-mail at midnight, or even take work on vacations.
She also warns that telecommuting can fail if not fully supported by top management. That means that if a company says it supports the concept of employees working from home, then the CEO needs to make sure that direct supervisors are following through with that support.
''You should be looking at productivity, not who is in the office every day. Midlevel managers can very subtly kill the program if there isn't good support,'' DeLay says.
DeLay also notes another problem that plagues telecommuters: isolation. Workers who labor at home can become so distant from co-workers and bosses that their ability to move up may be hampered.
That's why it's important, she says, to clearly define how the telecommuting arrangement will work. She suggests:
Remaining visible. Telecommuters often find it the most beneficial to work from home two or three days a week. ''This seems to best balance the time spent at home and time spent in the office with co-workers and the boss,'' DeLay says.
Managing expectations. ''I let co-workers know that when I work from home, they need to schedule meetings with me just as if I was in the office,'' she says.
Leaving the door open. Telecommuting is not for everyone. Some workers find they need the structure of a formal working environment in order to thrive. ''Never feel like a failure because you decide to go back to the office,'' DeLay says.
Technology also matters. Any home office should be equipped not only with the physical tools - such as computers, faxes and phones - but also the tech support needed to make sure work flows smoothly.
Child care. Many companies require telecommuters to have proof of outside child care for children under the age of 5. DeLay says that anyone who thinks about caring for children while working from home is imagining the impossible.
''Really, the bottom line is that in order for telecommuting to be truly successful, it must become part of the fabric of the corporate culture,'' she says.
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* ANITA BRUZZESE can be reached c/o Business Editor, Gannett News Service, 7950 Jones Branch Drive, McLean, Va. 22107.
