Legal and Contractual Perspectives of Managing Remote/virtual Workers

More and more organizations are “going virtual,” whether it is an employee who telecommutes, a team of workers in another country, or simply an employee who extends her or his workday by checking e-mail or downloading a document from Dropbox that connects to their phone, iPad, or home computer. Approximately 80% of U. S. workers continue to do business remotely after normal work hours. More and more organizations are incorporating telecommuting and other forms of virtual work into their workforce with great success and reduction in costs. Managing remote or virtual workers requires a management mindset change that differs from managing on-site workers. Examining, planning, and implementing legal and contractual issues are not always considered in the same way when managing on-site workers. Failure to address these perspectives is at the organization’s and management’s peril. For examples, what technological and management strategies should you incorporate to protect your interests? What, if any, contract should be created for your remote workforce? Who pays the home office electric bill for a telecommuter? Are there additional challenges for the non-exempt worker? The virtual workplace is a reality that is expanding and influencing how organizations do their work. The new virtual work environment offers exciting opportunities as well as challenges to avoid liability. Implementing prevention strategies to minimize liability includes designing and developing “virtual” policies, and training managers and employees who will be engaged in the virtual environment.

Learning Objectives

• To identify the remote/virtual worker
• To list recommended elements of a virtual team contract
• To explore steps to avoid discrimination claims
• To describe wage and hour obligations
• To discuss ergonomics, health risks, and virtual workplace injuries

Who should Attend?

• HR
• Management