One issue comes up constantly: that of testing potential teleworkers to see if they would be successful teleworkers. Employers, nervous about having employees who aren’t in “the office” part of the time — or never — hope that there might be some way of testing telework candidates that will raise the likelihood of success. Psychological testing is the option most frequently proposed.
My answer is: it depends.
Continue reading Testing potential teleworkers
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.
Continue reading Telework costs and benefits
I recently came across one of the orientation manuals we used in the mid-1980s. Its purpose was to explain telecommuting to prospective telecommuters. It’s interesting to see what, if anything, has changed between telecommuting circa 1985 and today. Here’s an excerpt from The Teleguide for a typical large company. See for yourself how much has changed.
What is Telecommuting?
Telecommuting is the substitution of telecommunications and/or computers for commuting to work. There are two main forms of telecommuting: home telecommuting and satellite center telecommuting. In home telecommuting, a Company employee works at home instead of in the office, possibly with the aid of a personal computer. In satellite center telecommuting, the employee works at an office that is close to his/her home rather than at some more distant location. Telecommunications systems interconnect the home telecommuters, the satellite centers and the “main” offices so that everyone can keep in touch. Continue reading Telecommuting circa 1985
“Why do we need training to make telework work well?” is a question we get frequently. Here’s why: Teleworking is not the same as working in the office; it requires establishing communication patterns and modes that are likely to be different from those in the office.
For starters, that face-to-face interaction that is the mainstay of intra-office communication is either absent or flattened in telework situations. Almost the first question a prospective telemanager asks when faced with the prospect is: “How do I know they’re working if I can’t see them?” That is the crux of the problem and the main motivation for training.
Continue reading Training: Why, Who, What, When
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
One of the most fundamental—and most often ignored—considerations in the development of telework programs is the teleworkability of the organization itself. How capable is an organization of making the behavioral changes that might be made necessary by teleworking? Just as not all workers will make good teleworkers, not all organizations can easily adopt teleworking. Here are some criteria for assessing the likelihood that a particular organization will successfully embrace teleworking.
Since my post last month on the Yahoo!-Telecommuting controversy word of Marissa Mayer’s decision seems to have spread worldwide. Opinion expressed in the media has been both pro and con (mostly con) about the impending ban of home-based telecommuting for all Yahoo employees. If nothing else, the Yahoos certainly have stirred up public recognition that there are lots of telecommuters out there.
Much of the controversy is centered about two major apparent presumptions on the part of CEO Mayer as she tries to inject new life into Yahoo!:
- Telecommuters are less productive than are office-bound employees; and
- It is not possible to be creative or innovative while telecommuting.
Therefore Ms. Mayer feels that it’s necessary to bring the, mostly home-based, Yahoo telecommuters back to the office as a means of revitalizing both the telecommuters and Yahoo.
The history of telecommuting/teleworking is replete with frequent bouts of hand-wringing about the possible or inevitable intrusion of work into one’s personal life. In the 6 February 2011 edition of the New York Times is the latest (to date) version. Titled Who’s the Boss, You or Your Gadget? the article describes the work-life dilemmas of a few executives. The execs take great pride in being available 24/7 thanks to the array of smart communicating gadgets in their possession.
But when or where does it all stop? Continue reading Potholes in the tele-road?