On 23 June 2016 the voters of the United Kingdom opted to leave the European Union; Brexit won. So far the consequences have been jubilation, shock, horror, recrimination, disaster and confusion. But one of the consequences may be a surge in Brexit-induced teleworking. Here’s why.
One of the prime attractions of telework, at least from the employer’s point of view, is the increased productivity of teleworkers compared to their office-bound colleagues. I have issues with that description of the output of teleworkers or other information workers. I prefer to use “effectiveness” rather than productivity as a better term for telework’s impact. Here’s why.
First, productivity is so twentieth or even eighteenth century. For the last century or two productivity has been defined as the result of effective effort, especially in industry, as measured in terms of the rate of output per unit of input.
Continue reading Productivity, effectiveness or . . .?
When my research team first started working on telecommuting in the mid-1970s there was no such term as “millennials”. Now it seems that millennials may have a large part in the “rescue” of telecommuting. Let me explain.
A column about telemedicine by Mike Freeman in the Los Angeles Times of 19 March 2016 is headlined “Doctor visits could be like Uber”. The introduction reads:
Though it may sound farfetched, seeing a doctor could move in that direction if telemedicine gains acceptance.
How time flies. On my desk is a report By Ben Park titled: Introduction to Telemedicine: Interactive Television for Delivery of Health Services. The report, from the Alternate Media Center at the School of the Arts, New York University, is dated June 1974. This report appeared just before my research team’s December 1974 report on the Telecommunications-Transportation Tradeoff. The gist of both reports was that information technology can substitute for many travel purposes, when configured properly. The technology of 2016 is far more powerful than that of 1974. Both telework and telemedicine are happening in ever greater variety today.
Over the years I have often said that telecommuting is like a tide, not a tidal wave, when asked why telecommuting is not an overnight sensation. Imperceptible, perhaps, but sure. Yes, the telecommuting tide is rising steadily, as it has been for years. Witness an opinion column by Robin Rauzi in the 2 March 2016 edition of the Los Angeles Times in which she writes:
Labor statistics show telecommuting on the rise. In 2010 9.5% of employees worked from home at least once a week, and high-speed Internet connectivity has made that easier since then. (Ever wonder why traffic is the worst on Thursdays? That’s the day people are least likely to work from home.)
One of the first barriers presented by a telecommuting-reluctant organization is that it costs too much. But after a careful analysis of telework costs and benefits most organizations change their minds. Here’s why.
In the January 27, 2016 issue of the Los Angeles Times, the front page headline was: Billions spent, but fewer people are using public transportation in Southern California This reminded me of the growing transit troubles dilemma: despite government spending billions (by now trillions) of dollars on mass transit projects in the United States there’s little to show for it. But first a little history.
Continue reading Transit Troubles — again
The recent Paris accords on global warming marked a milestone: the end of the beginning. Finally most nations agreed that global warming is real, is man-made, and that they are responsible for doing something about it.
That’s the good news. The bad news is that the pledges made to reduce greenhouse gases go only about half-way to solving the problem. Worse, their pledges are only to try to make things better. That is, fingers crossed behind their respective backs. Still, they did undertake to provide an annual, transparent assessment of their individual progress toward reducing greenhouse gases. This way the slackers can allegedly suffer the disapprobation of the high achievers.
Who needs face-to-face? One of the primary issues in determining the telework ability of a particular job or person is the extent to which face-to-face interaction is needed. Most jobs can be analyzed in terms of the amount of time face-to-face interaction is required versus the time that it is neither required or can be substituted by some form of technology. In the early days of telework the available technology was simply the telephone; therefore face-to-face requirements (meetings, informal discussions, presentations, and so on) had no substitute. So the time available for teleworking was basically the time when the worker could work alone.
As technology has improved it has reached the point where it can substitute effectively for many forms of communication that formerly required face-to-face interaction. Still, there are cases where face-to-face is required or certainly desirable. Let’s look at a few. Continue reading Face-to-face: Who needs it?
One of the side effects of telework’s growing popularity is this issue: are your teleworkers employees or contractors? Our position from the first has been that all teleworkers should be treated like regular employees; given the same rights and privileges, fringe benefits, health care and so on. Part of our rationale for this was that, since teleworkers tended to contribute more to the ultimate “Bottom Line” than their in-office compatriots, they should be treated at least as well as the latter group. Most employers have followed this precept over the past few decades.