As someone who's been workshifting for more than 15 years, and also as someone who during that time has managed workshifters for a number of organizations, I've seen the good, the bad, and the ugly when it comes to successfully supporting remote employees. Here, a few suggestions and observations from the trenches:

• Workshifting isn't for everyone. Although most companies will see significant benefits from allowing employees to work from home and/or the road as needed or desired, some employees simply aren't cut out for the independence and discipline such a set-up requires. Many people (especially mature adults who've been in the workforce for a while) know that about themselves--given the choice, they will opt to go into an office everyday for the companionship, sense of purpose, or even just because they don't trust themselves to be productive at home. Other employees may want to workshift but are clearly ready to do so. It's a manager's job to recognize when an employee shouldn't work from anywhere but the office, and support any employees who fit that group.  Alternatively, you could know what traits you're looking for ahead of time and hire for those workshifting qualities.
  
  
• Sometimes, a transition period is needed. Letting people work from home one or two days a week is a good way to trial the new way of working, and make sure that it's a good fit for everyone--not just the workshifting employee, but also his or her manager and colleagues. However, for the transition to succeed, workshifters must be given the technology and business model support they would get if they were workshifting full time.
  
  
• Speaking of which, make sure you give workshifters the technology they need to work from somewhere other than a corporate office. These will likely include a notebook PC, mobile phone, access to IM and conferencing tools, and a headset.  Ensure that you have a remote support option in place to help them at a distance.
  
  
• Shift your reward system to focus on results, not time spent on any given project, or any given workday. Workshifters get used to the freedom to work anytime and from anywhere pretty quickly; as long as they're getting the job done, don't stress about how or when they're doing it. (That said, if part of their job is meeting with clients or participating in conference calls, you should expect them to be available at the necessary times to do so.)
  
  
• Assign workshifters to small working teams whenever a project supports collaborative work--and make sure you mix up the players often. Working with one or two colleagues on a specific task ensures remote employees get to know one another better--and having a solid relationship will help the team be more collaborative and engaged even when they're not working together on anything specific. Audio, video and web conferencing can help small teams work effectively across physical and cultural boundaries.
  
  
• Leverage social networking tools to keep people connected from afar. This, too, will help far-flung employees get to know each other better, and stay in touch even when they're not actively working on a project together. That reaps rewards when the time comes for favors, support and collaboration.
  
  
• When possible, meet in person. If you can't afford to bring an entire group together on a regular basis, encourage team members to meet live in small groups whenever they happen to be in the same place--at conferences, on client calls, etc. This will help people get even more out of their virtual meetings during the rest of the year.

What are some of your tips that you have found useful for managing workshifters?

Photo by: joelogon