• Pick the right people, and give them the right training, and you will not have a motivation issue. If they are conscientious in the office, they will more than likely be conscientious at home;
• Focus on performance and results (deliverables), not on activities or presence, unless the job requires presence - for example, call answering;
• Results can often be measured through surveys - for example, by client surveys;
• Reward eWorkers if they are showing productivity increases or innovative methods of getting tasks completed;
• Most experienced eWorkers feel the loss of informal positive feedback, so provide it;
• Your performance appraisal system should not be affected;
• If you're using video, telephone or computer monitoring, make sure workers are aware of it.

• How would you normally handle poor performance?
• Discuss openly with the employee what is causing the problem;
• Give the eWorker the opportunity to explain the difficulty;
• Get the eWorker involved in problem-solving;
• Tie further eWorking to improved performance, but as a last rather than a first resort.

• Specifying and costing the hardware and software;
• Adapting inventory systems to account for equipment held off-site;
• Specifying and costing remote access to company networks (including coping with security issues such as firewalls);
• Estimating and monitoring telecommunications running costs of remote access;
• Enhancing telecommunications services (for example, follow-me numbers, which divert all calls to wherever the eWorker is, and ISDN). Asymmetric Digital Subscriber Line (ADSL), which adapts ordinary telephone lines for high-speed data communications, should soon offer significant improvements;
• Assessing what groupware functions may be needed by teams;
• Revising information security policies to take account of eWorking;
• Specifying, costing and developing facilities for hot-desking including power and data points and booking systems for hot-desks;
• Ensuring backups are taken and the integrity of data is maintained;
• Installing and testing off-site installations and remote access;
• Specifying, sourcing and costing appropriate training;
• Providing technical support and maintenance services to remote workers.

• If staff could walk out of the building today with disks, drawings or documents, then eWorking doesn't present a new risk;
• A wide range of security solutions is available. Nothing is foolproof but there are reasonable, economic options to prevent unauthorised access;
• Where people work on secure documents at home, brief them on their responsibilities and make sure they have lockable storage;
• Where documents are not to be taken out of the building, inform the eWorker and ensure they are handled on a non-eWorking day or by another worker;
• eWorking will not work without trust. If the manager does not trust the eWorker, then the selection process has failed.