[Excerpt] Over the past couple of decades, multiple factors have conspired to loosen the ties that once bound workers to their cubicles and 9-to-5 schedules. The practice of teleworking–also known as remote working or telecommuting–has been growing for years, with recent polls putting the proportion of teleworkers at 37% in the U.S. Telework isn’t so much a trend as it is the next stage in the evolution of the “normal” workplace. The standard style of teleworking has lately shifted from an after-hours supplement to the normal workday to a substitute for physically working at the office. Telework’s continued prevalence seems likely given recent polls showing that employees of all ages value flexibility above pay and promotion and younger workers in particular view work as a “thing” rather than a place. Telework is a difficult issue for HR to develop policies around because the impacts of teleworking on the organization and individual worker are not yet clearly defined. This article will explore key teleworking outcomes thus far and propose strategies for HR managers to use when evaluating and implementing telework policies.