[Excerpt] Organizations are increasingly turning to telecommuting as a means of enhancing employees’ work experiences, as well as their bottom lines. Some 43% of employees in the United States work remotely at least part of each week, although their specific arrangements vary considerably across – and even within – organizations. Previous research on this topic has largely ignored these variations, providing only limited guidance for program designers and managers. This study, in contrast, documents differences in three common facets of telecommuting and then examines their individual and collective effects on important employee experiences and outcomes (as shown in Figure 1). The analysis centered on the experiences of 2,115 full-time teleworkers in a large U.S. insurance company, all of whom telecommuted at least 60% of the time.