Business Controls Consultant. Logistics Consultant. Environmental Engineer. Business Manager. Manager of Data Communications. Service Specialist. Manager of Document Services. SW Develop. Chief Technical Officer. Marketing Consultant. Software Engineer.
Clinical Director. Marketing Manager. Staff Assistant. Communications Consultant. Medical Clerk. Staff Director. Customer Service Manager. Medical Transcriptionist. Systems Analyst. Network Manager. Systems Consultant. Development Director. Operations Manager. Systems Engineer. Policy Analyst. Team Leader. Director of Human Resources. Technical Manager. Director of Planning. Product Manager. Technical Support Specialist.
Director, Strategic Development. Product Planner. Telesales Representative. Production Manager. Vice President. A half-time teleworker gains back an average of 11 days a year in commuting time, and will devote about 60 percent of that gained time toward work, Lister says.
Finally, as the benefits of teleworking become apparent to more employees and more organizations, they are also forcing change, Gallup finds. Organizations are being forced to reconsider how to best manage and optimize performance. Even the basic idea of when and where people work is evolving. Mark Tarallo is a senior editor at Security Management Magazine.
All rights reserved. Was this article useful? SHRM offers thousands of tools, templates and other exclusive member benefits, including compliance updates, sample policies, HR expert advice, education discounts, a growing online member community and much more. You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page. By Mark Tarallo April 19, Reuse Permissions. Image Caption. Growing Trend About 43 percent of U.
Concentrative versus Collaborative One of the first tasks for those who plan to manage teleworkers is deciding who on staff may be eligible for telework. Best Practices Once it is decided who might be working remotely, teleworking managers should keep in mind the following best practices, which come from various experts:.
While the specific answers will differ for each organization, managers should be prepared for questions such as: How will we connect with each other? How will teleworking affect my performance evaluations and the way my work is assessed? What are the procedures for coordinating team projects? Will teleworking affect my career path? How can we manage customer expectations while teleworking? How can we use technology to help us telework better?
Can we create a sense of workplace and community when we are working away from the office? Telework as Strategic Initiative The potential value of a well-managed teleworking program becomes even more clear when it is contextualized in the broader state of the current workplace.
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Skip to main content. Telecommuting Guidelines. Telecommuting Guidelines A telecommuting agreement should be voluntary. No employee should be required to telecommute. The arrangement must be in the best interests of the university. It should benefit--or at least not cause significant problems--for the department as well as the employee. In evaluating benefits to the department, these are some factors to consider: Does the nature of the work lend itself to telecommuting?
What potential costs and savings are expected? This inertia probably reflects sticky work cultures as well as a lack of interest from employers in investing in the technology and management practices necessary to operate a tele-workforce. But the pandemic is forcing these investments in industries where telework is possible, with more people learning how to use remote technology.
As a result, we may see a more permanent shift toward telecommuting. There are pros and cons to more telecommuting. On the plus side, workers tend to prefer working from home, it reduces emissions and office costs, and it helps people especially women balance work and family roles. It may even make us more productive. The downsides: managing a telecommuting staff can be difficult, professional isolation can have negative effects on well-being and career development, and the effects on productivity over the long run and in a scaled-up system are uncertain.
Just under one-third of all workers over the age of 15 say they can work from home, according to Bureau of Labor Statistics estimates from the American Time Use Survey. Many of those who worked from home did not have an official work-from-home arrangement but were instead taking work home with them such as at night or over the weekend. Those who can telecommute tend to be higher-paid professionals. Telecommuting has skyrocketed this month as many workers across the country have been compelled to stay home, though disparities remain.
The following chart, reproduced from a report by our colleagues Richard Reeves and Jonathan Rothwell, shows that higher-income workers are much more likely to be working from home during the pandemic and much less likely to be unable to work at all than lower-income workers.
Overall, these numbers suggest that about half of employed adults are currently working from home, though a recent paper estimates that only a third of jobs can be done entirely from home.
Either way, this is a massive shift. Between and , the fraction of workers who regularly worked from home increased by only about 2 to 3 percentage points, according to Mas and Pallais Even at that growth rate, telecommuting has been the fastest-growing method of commuting over the last several years. If our new telecommuting culture sticks, the pandemic will have accelerated this trend dramatically.
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