Flexible Workstyles:

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Flexible Workstyles Enabling work when and where
it is most effective

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Workstyles at TELUS

• Pilot program 2006
• 170 team members (a total of 5,060 hours of
  remote working)
• Tracked how often team members worked remotely,
  calculated emissions savings
• Results
• 13,865 hours of commute time saved.
• An estimated 125,000 in fuel and car maintenance
  costs saved.
• Greenhouse gas emissions were reduced by 114
  tons.
• Air pollutants were reduced by four tons
• 82 of team members involved in the pilot said
  that teleworking had a very positive impact on
  their desire to stay at TELUS
• At Home Agents program (Consumer call centres)
• Expect 1,200 agents by YE 2007
• Participation criteria based on performance
• Initiative by HR to change our approach

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As the nature of work and talent has changed, we
have seen a shift from the traditional workstyle
Resident
Mobile
Teleworker
Reside in single location.use activity settings
to complete their work
Work 60 or more of their work schedule remotely
Highly mobile within TELUS space. some time spent
working in external sites (home, external vendor
site, etc.)
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There is a spectrum of approaches we can take to
the identified shift in workstyles
Organizational Approach Spectrum
Allow
Support
Encourage

Identify non-traditional work arrangements and
declare support
Allow managers and team members to find
non-traditional work arrangements
Enable work to be done when and where it can be
most effective
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What might these options for our approach to
workstyles look like?
Encourage
Support
Allow
Approach

• create a formal program
• declare organizational encouragement of
  alternative workstyles
• deliver workstyle assessment tools
• equip team members and managers based on workstyle

• business as usual
• assume traditional workstyle for all
• But
• create a framework for guidance
• declare organizational support for alternative
  workstyles

• business as usual
• assume traditional workstyle for all
• managers and team members manage exceptions as
  one offs
• no formal program or organizational stance

Components
Move Towards Future of Work
Acknowledge Current State
Current State
Result
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We have been able to identify the benefits of
shifting our approach for
You!!
Your Team

• increased choice sit with team, in private area
  or off site
• more collaboration with colleagues and team
• increased decision speed
• increased accessibility drives team member trust
• enhanced technology and support

Your Department

• a more open, collaborative and connected work
  environment
• enhanced productivity via decreased formal
  meetings and decreased travel time between
  meetings
• proximity and ability to get feedback on the
  fly increases decision speed and collaboration

Your Company

• greater team member engagement from flexibility
  and ability to choose and control schedule
• the ability to customize some aspects of the
  space
• lower real estate costs

• improved attraction retention of talent
• RE Portfolio efficiency
• RE Portfolio flexibility
• business agility knowledge sharing, lifts in
  recruiting and retention
• benchmarks reported increase in productivity
  satisfaction as high as 50

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But we needed to identify our potential
liabilities and the suggested mitigations with
any approach shift
Potential liabilities
Suggested mitigations

• Legal?
• Respectful workplace?
• Health safety?
• Management style?

• Define?
• Positioning?
• Workstyle audits?
• Training?

Informed decision making on our approach
Minimization of organizational risk
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The result of these efforts has been our
Workstyles Program
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In Conclusion

• We are not asking corporations to do something
  different from their normal business we are
  asking them to do their normal business
  differently.
• Kofi Annan

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