Page 41 - GCN, May 2016

“Many organizations can see who is teleworking — like seeing how of- ten they telework — but we haven’t gotten to the point of linking this into our performance systems,” said Alexis Bonnell, innovation evangelist at the U.S. Agency for International Develop- ment’s U.S. Global Development Lab. “Linking telework to achievements is the new frontier.”
“Great managers manage outputs, not what seat someone is sitting in,” she added. “Telework should be seam- lessly managed, meaning the manager and employee interaction is constant regardless of location. Technology should support that.”
The use of collaborative tools “be- yond email, including chat, text and shared document systems, e-clear- ance...can help telework managers stay connected with their staff and manage outcomes,” Bonnell said.
“Great managers manage outputs, not what seat someone is sitting in. Telework should be seamlessly managed, meaning the manager and employee interaction
is constant regardless of location. Technology should support that.”
USAID has used Google Talk, which provides both text and voice messag- ing, and Huddle, a collaboration plat- form that helps manage projects, share content and control document approv- als with time-stamped audit trails.
She described the ideal telework tool
— ALEXIS BONNELL, USAID
as a project management platform with built-in video and calling tools that could support distributed teams of tele- workers. “Basecamp mixed with Slack and Skype video calls would be great,” she said.
“If a team member is working re-
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