once a company decides to allow telecommuting, there are still some hurdles. (for more detailed advice on setting up a telework plan, check out joseph roitz's web site at www.att.com/telework and gordon's web site at www.gilgordon.com.)

be discriminating not every employee is suited for telework, and, more importantly, not every job is suitable, either.

set ground rules
should the telecommuter keep the firm's business hours? how often should she travel to the office? what equipment will he need? these issues have to be thought out.

manage by results
supervisors who micromanage telecommuters will drive themselves and the employees crazy. the good news: telecommuting experts say trust develops over time.

- g.

meet them halfway


your company wants to offer telecommuting, but managers are suspicious of work-at-home programs. or you want to allow employees to skip a too-lengthy commute without burdening them - or the company - with the cost of setting up home offices. take a page from sun microsystems' work-at-home handbook and set up remote drop-in centers.

designed as traffic-relief offices, these satellites to sun's silicon valley headquarters have been a hit since they were introduced two years ago. sun's three drop-in centers in the bay area are open 24/7, average 70-80 visits per day per center, and save users as much as 90 minutes per commute.

brent daniel, a program manager in sun's workplace effectiveness group - who himself saves an hour of commuting explains, "generally, work is not about being supervised; it's about what you deliver. combined with our relatively entrepreneurial culture, we essentially give [employees] the tools and let them go."

the centers are available on a first-come, first-served basis, for a maximum of twice a week. equipped with a telephone, administrative support, and a workstation in each carrel, the remote centers provide the same computer environment as any