There's no shortage of reasons for AT&T to continue its celebrated telework program, which has helped the company slash its annual real estate costs by $30 million and rake in $150 million in extra hours of productive work from teleworkers. But just in case executives need one more reason, consider retention rates. Research completed a few weeks ago shows AT&T teleworkers are much less likely to jump ship than in-office staff, according to Joseph Roitz, AT&T's telework director.

"Turnover in our virtual office population is half that of the turnover in our general salaried employee population," Roitz says.

AT&T already had a well-established telework program when Roitz took over in 2000. Since his arrival, the number of virtual office workers at AT&T has tripled, and the annual business benefit has grown to more than $180 million.

Most recently, weather-related disasters such as Hurricane Katrina have reminded Roitz and others at AT&T of the importance of teleworking. Having a distributed workforce lowers AT&T's exposure to events such as Katrina, Roitz says. In addition, telework-enabled staffers were able to quickly collaborate to come to the aid of employees affected by the disaster.

As an incident management director at AT&T, Roitz was responsible for helping to coordinate post-hurricane activities, such as locating AT&T employees and getting them assistance. AT&T's virtual office workers helped expedite the process. "We were able to rapidly assemble a cross-functional team of people all over the country, whatever skills and talents we needed, and bring that virtual team to bear on that situation," says Roitz, who works out of his home in Little Rock, Ariz.

AT&T has supported teleworkers for more than a decade, and the idea of telework as a business continuity strategy has always been a consideration. It's a notion that's catching on in the corporate world and influencing companies to grow and formalize their telework programs, Roitz says. "It used to be that productivity, job satisfaction and real estate savings were the primary drivers of this, but now I'd say that business continuity has leapt to forefront of why companies are looking at this."

Industry-wide, culture remains the biggest barrier to telework adoption, according to Roitz. "For 200 years, we've operated an industrial economy with -- almost unconsciously -- these assembly-line patterns where we have to watch our workers and we all commute like lemmings into the office at 8 a.m. and leave at 5 p.m." But work today is much different. It's more global, more around the clock and more conducive to teleworking, he says: "Realizing those things takes time. As much as anything, it's fear of the unknown that holds us back."