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 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.
The winter of 2014-2015 presented a new series of natural disasters that served to demonstrate the power of telework. The eastern half of the United States suffered record-breaking blizzards and cold waves while the west coast continued its millennium drought. What an opportunity for teleworkers — at least in the east.
In case your organization has yet to adopt teleworking for disaster preparedness it’s way past time to get the attention of your CEO. Even if you’re not in one of the weather-stricken areas. Start with the fundamentals: Continue reading Telework and Disasters 2015
The favorite retort by many of us in the midwest or eastern US in the past few weeks has been: “What global warming? I’m surrounded by icicles!” Others of us, such as in the southwest (and much of Russia), have been sweltering in temperatures dozens of degrees above normal. The key to understanding all of this is to remember that weather is not climate. The polar vortex is not all there is, even when it’s errant. For some explanation see this from the Weather Channel.
Yet all this recent weird weather does allow us to crow: “Telecommuters do it at home! They don’t need to go out in all that snow, ice and slush. When disaster strikes we can deal with it (unless the power goes out too).”
It’s mid-winter and the flu season is upon us. This year’s flu season may be even more severe than last year’s. It’s not just the people with sniffles who are having problems, it’s their employers as well. Estimates appearing in the media go as high as $10 billion as the impact on productivity resulting from this year’s flu epidemic. Given that magnitude of financial impact one might consider flu to be this month’s favorite disaster.
Assuming that flu is an equal opportunity assailant we can suppose that it affects all of the US workforce. Since roughly 60% of that workforce comprises information workers—and roughly 80% of information workers are potential teleworkers—it’s reasonable to ask: why isn’t telework being used more widely as a serious flu avoidance method?
I have commented in the past about the ability of telework to mitigate the effects of disasters but hurricane Sandy gives a new twist to the issues. Most of the disasters that occur in places like California tend to be of the earthquake variety. The central effect of earthquakes is that ruptures in land surface break roads, bridges, and highways, with the disruptions lasting sometimes for months or even years at a time. Yet the information infrastructure—the telephone network, Internet and electrical power networks—tends to survive the earthquake or is quickly repairable. In these cases organizations that telework can continue operations with no or few interruptions. This is generally the case in non-earthquake related disasters as well, including blizzards, floods and fires where the roads may be blocked but the information infrastructure is intact.
However, in the case of disasters like major hurricanes and floods the situation can get a little more complicated. Continue reading Telework, disasters, and how to overcome them
One of the fears often voiced by prospective telemanagers is the possibility that a telecommuter will, inadvertently or otherwise, leak critical confidential company information to non-company listeners. While research over the years has shown that disgruntled employees working inside the office are the most likely perpetrators of such mischief, the fears still exist. Data loss is always a concern of management, particularly IT managers. A concern that grows when the keeper of the data is somewhere else than the main office.
But sometimes the tables are turned, as in the case of the rescue of Toy Story 2.
Years ago I usually commented, in response to questions on the future of telework, something like this:
Think of telework and telecommuting as the tide rolling in rather than a sudden tsunami. Telework will gradually increase in acceptance and variety as the enabling technology improves and as our business norms progress past those of the nineteenth century.
That’s pretty much how it was from the 1970s through to the early-2000s, punctuated by occasional natural disasters that acted to ratchet up the acceptance rate while the aftereffects lasted. But since then matters have picked up a tad.
One of the persistent holdouts against telework were Japanese firms. Japanese business culture demanded that all managerial and professional employees and support staff collocate daily in company facilities. There were also social pressures enforcing the leave home and work elsewhere model. Often, when telework was allowed it was for the salarymen on “vacation”. That is, the salarymen would take their families to a resort where there were office facilities so that they could keep working while the other family members took advantage of the resort facilities.
The major earthquake and tsunami of 11 March 2011 changed all that. Continue reading The Infotsunami