As many as 50 per cent of Hewlett-Packard staff now do some form of telework, according to papers just published of last week's EAP Institute's annual conference "Improving Working Life - Developing Family Friendly Initiatives".

The papers explore a range of family-friendly workplace initiatives, including legislation, childcare, flexible working and teleworking.

Frustrated by 2 1/2 hours-a-day commuting, Mr Kevin Sweeney, general manager of the test and measurement group at HewlettPackard Ireland, writes how he decided in 1997 to work one day a week from home.

"I was pleasantly surprised that there were very few restrictions on the type of work which could be done. Much of my work entailed planning, reporting, using e-mail, telephone and fax. This could be done just as easily from home as in the office."

He found he had fewer interruptions working from home and managed to improve his efficiency by 25 per cent. Because he was not condemned to the daily gruelling traffic, he felt less stressed and found it easier to concentrate. And he felt more in control and believes his ability to plan ahead was more evident.

Soon, he progressed to spending two or three days working from home per week. Having found it worked for him, he discussed it with colleagues and the company decided to make teleworking more available to others.

"There was no compulsion on any individual and in fact although certain jobs may have leant themselves to remote working, the employee themselves may not be suited due to feelings of isolation."

But for employees who opted to telework, Hewlett-Packard provided basic tools like an extra phone line if required, a fax machine and office furniture. Training was also undertaken by employees and managers on teleworking practice. The more people took up the option, the greater were the benefits to the office environment.

For instance, whereas it had been the practice to have one desk per employee, now it was possible to have a shared desk policy. "This basically meant a reduction in the number of desks, a reduction in the ambient noise and a more improved environment for those based in the office."

Moreover, no longer was it required to allocate an office desk to new staff. They were able to increase the number of employees in line with business growth without having to relocate to larger premises. "This had a significant positive impact on cost projections," he said.

When hiring new employees, Hewlett-Packard has specific and measurable key objectives for each job. "This means that the performance of the individual can be measured whether or not they are sitting in the office or working elsewhere."

Teleworking brought significant cost savings to the company. Says Mr Sweeney: "We have focused on rewarding people for the results they achieve and not for the time spent working. We have also been able to pass on such savings to our customers, rather than pay for unnecessary overheads."

Staff feedback has also been positive "and it has no doubt resulted in employee retention due to the flexibility in the way we work".

If distance from the office might once have been a factor in recruitment, now, in many cases, "where a person lives has no bearing as many of the jobs being recruited lend themselves to home-based working". Accordingly, the issue of relocation of successful candidates often no longer arises.

In her paper, Ms Riona Carroll, executive officer of Telework Ireland, presents rules for teleworkers, which include:

Learn when to stop working: unless workers learn to do this, they will have less, rather than more, quality time with their family.

Have a separate work space: required for effective work, closing the office door also helps people to psychologically switch off work when rejoining the family.

You are at work: you are not available to family members or neighbours, except for emergencies, and you should not do domestic duties, which you could not do if based in an external office.

Have good childcare arrangements, for the sake of your children and for your own effectiveness.

Take exercise and get out of the house: you need fresh air and physical exercise.

Network: you must keep in touch with fellow workers, managers and be pro-active to ensure your inclusion.

The papers for the EAP Institute's annual conference on family friendly initiatives are available, price £65, from Ms Mary Lenihan, EAP Institute, 143, Barrack Street, Waterford. Telephone: 051 855 733. Fax: 051 879 626.