For many s, a typical work day might be as follows: The alarm goes off at 6:00 am. You dress yourself in expensive work clothes, gobble down breakfast, and start off on your long and stressful commute to the office. Then you spend your day at your desk, attempting to complete your tasks amid co-worker chitchat and office politics. After that, you make your way home through the commuter crowds. You have just enough time for a few hours of relaxation before you have to get up and repeat the process all over again the next day. For these people, telecommuting will probably be seen as an answer to the daily stress and frustration of office jobs.
Telecommuting, also known as teleworking or working from home, is a term that refers to using telecommunications to work in a place removed from the company’s office, most often in a home office. Few people telecommute full time, but a growing number of companies are allowing their employees to work from home at least part of the time. The Wall Street Joumal reports that the number of people worldwide who telecommute at least one day per month had risen from about 22 million in 1998 to about 82.5 million in 2007, and this number is expected to surpass 100 million by the beginning of the next decade.
Employers have met this growing demand to work from home with both acceptance and resistance. On the one hand, employers understand that offering telecommuting opportunities is a way to cut costs. Despite the initial cost incurred in setting a telecommuter up with the appropriate technology, there are long-term ＄10,000 per year for each worker, according to the Industrial and Technology Assistance Corporation (ITAC). In addition, offering telecommuting opportunities reduces absenteeism, increases productivity, and decreases employee turnover. Workers are happier and less stressed. Therefore, they work harder and are more loyal to their employers. Employers also see telecommuting as a powerful recruitment tool to attract top talent. In a survey of top company CFOs, Robert Half Technology cited telecommuting as second only to salary when deciding whether to take a job.
On the other hand, employers are also aware of the fact that telecommuting poses some risks. First of all, allowing confidential company information to leave the office can pose privacy and security concerns. A study done by the Centre for Democracy and Technology showed that companies often do not fully implement telecommuting security. In addition, telecommuters are not properly trained in protecting company data. Another risk has to do with the working style of the telecommuter. A successful telecommuter has to be independent, self-motivated, and disciplined. A telecommuter who needs constant supervision and feedback will not be successful, and this will cost the company in the long run. Finally, it is more difficult to manage a telecommuter than an on-site worker. A manager of telecommuters cannot, for instance, be a " micro-manager", and must be willing to delegate responsibility. In fact, companies are finding it necessary to train their managers in managing telecommuters.
Experts predict that telecommuting will become a standard in the corporate world, as workers continue to demand it. The technologically-savvy generation that is entering the work force now has a different idea of how work gets done. This generation readily accepts, and even expects, telecommuting opportunities. In addition, the population in many countries is increasing, but the capacity of roads and public transportation is often not keeping up. This will make commuting to work ever more difficult and frustrating. Lastly, the growing number of two-income families increases the need for job flexibility in order to balance family and work life. The trend toward telecommuting is clear, but the long-term effects on corporate culture and the individual worker are still unknown.
It is less difficult to manage an on-site worker than a telecommuter.
For many s, a typical work day might be as follows: The alarm goes off at 6:00 am. You dress yourself in expensive work clothes, gobble down breakfast, and start off on your long and stressful commute to the office. Then you spend your day at your desk, attempting to complete your tasks amid co-worker chitchat and office politics. After that, you make your way home through the commuter crowds. You have just enough time for a few hours of relaxation before you have to get up and repeat the process all over again the next day. For these people, telecommuting will probably be seen as an answer to the daily stress and frustration of office jobs.
Telecommuting, also known as teleworking or working from home, is a term that refers to using telecommunications to work in a place removed from the company’s office, most often in a home office. Few people telecommute full time, but a growing number of companies are allowing their employees to work from home at least part of the time. The Wall Street Joumal reports that the number of people worldwide who telecommute at least one day per month had risen from about 22 million in 1998 to about 82.5 million in 2007, and this number is expected to surpass 100 million by the beginning of the next decade.
Employers have met this growing demand to work from home with both acceptance and resistance. On the one hand, employers understand that offering telecommuting opportunities is a way to cut costs. Despite the initial cost incurred in setting a telecommuter up with the appropriate technology, there are long-term ＄10,000 per year for each worker, according to the Industrial and Technology Assistance Corporation (ITAC). In addition, offering telecommuting opportunities reduces absenteeism, increases productivity, and decreases employee turnover. Workers are happier and less stressed. Therefore, they work harder and are more loyal to their employers. Employers also see telecommuting as a powerful recruitment tool to attract top talent. In a survey of top company CFOs, Robert Half Technology cited telecommuting as second only to salary when deciding whether to take a job.
On the other hand, employers are also aware of the fact that telecommuting poses some risks. First of all, allowing confidential company information to leave the office can pose privacy and security concerns. A study done by the Centre for Democracy and Technology showed that companies often do not fully implement telecommuting security. In addition, telecommuters are not properly trained in protecting company data. Another risk has to do with the working style of the telecommuter. A successful telecommuter has to be independent, self-motivated, and disciplined. A telecommuter who needs constant supervision and feedback will not be successful, and this will cost the company in the long run. Finally, it is more difficult to manage a telecommuter than an on-site worker. A manager of telecommuters cannot, for instance, be a " micro-manager", and must be willing to delegate responsibility. In fact, companies are finding it necessary to train their managers in managing telecommuters.
Experts predict that telecommuting will become a standard in the corporate world, as workers continue to demand it. The technologically-savvy generation that is entering the work force now has a different idea of how work gets done. This generation readily accepts, and even expects, telecommuting opportunities. In addition, the population in many countries is increasing, but the capacity of roads and public transportation is often not keeping up. This will make commuting to work ever more difficult and frustrating. Lastly, the growing number of two-income families increases the need for job flexibility in order to balance family and work life. The trend toward telecommuting is clear, but the long-term effects on corporate culture and the individual worker are still unknown.
