Others thrive on physical interaction with and feedback from supervisors and team members. The employee lacks suitable teleworking tools: Accessibility is a must for a teleworker. Unless an employee is equipped with a reliable computer, up-to-date software, and suitable communication technology—such as a smartphone, laptop, email, IM, and conferencing tools like iMeet and GlobalMeet —productivity as well as fluid and timely interactions with office colleagues will be compromised.
If the employee lacks the tools—and the company is unable or unwilling to provide them—teleworking should not be considered because the success of the employee will be undoubtedly compromised. Armed with the right technology, an employee whose job duties can be performed on- or off-site equally can become an effective teleworker. In fact, management might find it advantageous to let him or her work remotely.
Not only does the company and the environment benefit by supporting telework, employees who work off-site are typically more productive and professionally satisfied when freed from the incessant distractions, interruptions, and politics of the office. The employee is self-motivated and productive: Some of the qualities that mark a successful in-office employee punctuality, dependability, productivity, attention to detail—to name a few often suggest that he or she will also do well working from home.
Employees who are self-starters, who manage their time well and meet deadlines consistently, who require minimal supervision to complete their tasks, and who are capable of effectively communicating with coworkers electronically are well-suited to working re motely.
Factor in the benefits commonly associated with teleworking, and both employer and employee might find that teleworking is the best all-around choice. The employee has compatible tools: Technology has provided us with devices that are simple, personal, and mobile. The right hardware, software, and communication tools enable telecommuters to do their work fluidly and maintain team relationships from anywhere, at any time. Feelings of isolation or marginalization can be mitigated by keeping in touch with colleagues via phone or email and by attending meetings with videoconferencing tools such as iMeet.
Should your company consider telework? Maybe, maybe not. It makes good business sense to allow select employees to telecommute, however. Managers who are uncertain of the risks and benefits might try letting employees work from home one day a week; in time—once a successful routine has bolstered trust—employer and employee can discuss a regular practice.
The fact is that telecommuting is here to stay. As a result, whether they're in Istanbul or Indiana, more employees are working at home, on the train, at co-working spaces think WeWork , or in coffee shops or restaurants.
According to a recent Gallup poll, 43 percent of employed Americans said they spend at least some time working remotely. Gallup's State of the American Workplace study also points out that companies that encourage telework have fewer retention problems and find it easier to recruit talent. Source: State of Telecommuting in the U. In , 40 percent of the tech company's employees worldwide telecommuted. Companies like Cisco say telework not only has helped them save tens of millions in real estate costs and travel costs, it also has helped them recruit top talent.
Fina Recognition, an employee rewards and incentives company, said ending remote work "appears to be driven primarily by … the idea that going back to the way things were will restore old glory. Gallup's study points out that employees who telework at least three days a week are more engaged at work. If a telework program isn't working, experts say, it's usually due to a lack of communication and a culture that doesn't embrace it. Many derided the company across social media sites and in news articles online, refusing to believe the reasons given for ending a program that was once lauded as groundbreaking.
Some pointed out that declining sales may be one key reason why Yahoo—along with Best Buy and IBM—called employees back to the office. When companies decide to end their telecommuting programs, it's an attempt to solve a much larger problem, Reynolds maintains.
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By Aliah D. It would also prevent the rise of a two-tier model, where those who are present in the office get ahead, while those who prefer to work from home get left behind.
Structured hybrid work could allow workers to travel outside of peak times—removing much of the pain of commuting—as long as they are present for the compulsory time slot for collective in-office working. Contact us at letters time. Back To Home. Getty Images. By Mimi Nguyen. TIME Ideas hosts the world's leading voices, providing commentary on events in news, society, and culture. We welcome outside contributions. Opinions expressed do not necessarily reflect the views of TIME editors.
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