Formal Human Resource (HR) Telecommuting Policy

This document aims to convey to the organization the advantages of a telecommuting program and how it benefits the business. This article’s secondary goal is to highlight the challenges faced by managers of telecommuting employees, particularly in the crucial areas where they encounter difficulty. This report also offers insight into how firms manage telecommuting, their difficulties, and how they intend to address them immediately.

Expected business advantages of a formal telecommuting program.

The best way to save money when telecommuting is to decrease costs. By utilizing green technologies, businesses can significantly reduce their expenditures for rent, food, transportation, maintenance, internet, water, utility, and other expenses. Avoiding the costs of various team-building exercises, regular functions for awards and recognition, and countless event celebrations would free up funds for the resource development program.

Employee productivity will grow by at least 10–20 percentage points due to a number of factors, including eliminating travel requirements and other cost-cutting measures. Employees will be able to spend more time on their work, ultimately boosting overall productivity for the business.

Due to the increased flexibility in shift scheduling, it will be less likely that workers will become disgruntled, which will reduce the cost of employee retention initiatives. More efficient working hours can be achieved as a result of this practice, in part because telecommuting reduces the opportunity to participate in team-building exercises and other skill-development programs.

Employees are more likely to be physically and psychologically fit due to flexible working hours and getting enough rest, which leads to fewer sick days.

Challenges facing the manager of a telecommuter.

Since most managers need more technical skills to lead a team remotely, changing one’s work culture can be incredibly difficult. Because of this, it takes some time for employees to become used to their new workplace culture. It may be challenging to mail catch-up meeting invitations when working from home without forgetting to include any team members. Furthermore, conducting online coaching and feedback sessions can take much work.

Keeping tabs on every employee’s performance gets more and more challenging: Any manager must be able to keep an eye on every employee’s performance, but when it comes to telecommuting, this task is made more challenging because employees may give any number of valid excuses for subpar performance, including poor internet connectivity, power outages, and a variety of other problems.

If there is insufficient formal and informal interaction in addition to direct communication, the tension between managers and staff may build up (Gajendran and Harrison).

One-on-one meetings, lunch breaks, and tea breaks are a few instances of direct communication. Workers who work from home need help to perform these tasks, which disrupts communication. Managers must focus on finding and implementing new strategies for closing the communication gap. This will require some time and work.

Employees who work from home put in long hours because it is difficult to keep an eye on all their coworkers at once. Managers need to set aside more time to assess employee performance, solve challenges, and find solutions to problems that develop.

Real-time problems are experienced, and the business does action.

Most firms face and deal with real-time difficulties, not just one particular one. The hardest part of the job is interacting with coworkers, setting work goals, communicating project deadlines, and ensuring that everything is completed on time. The team should be informed that the management team will support them throughout the process, and virtual meetings with the entire team should be scheduled to resolve this issue.

Cooperative actions Collaboration is essential for reaching production and quality targets. Even if they are not physically present or working together, management should be accessible to employees via online chat and video conference to address any issues or concerns.

Increasing their degree of focus on their jobs: None of the employees are punctual or methodical about taking breaks or finishing the tasks given to them. This makes it difficult to keep people organized, but it may be done using software that tracks employee breaks and productivity while making them responsible for their activities.

Although security concerns cannot be avoided, they are exacerbated when working remotely. The danger of irresponsible behaviour increases when workers leave the secure confines of their job and go to their homes, where they are more at ease (Allen et al.). Stop sensitive information leaks, data breaches, and eavesdropping to address these problems.

Businesses employ VPNs. Additionally, they ensure that all your data and information are safely backed up. They also make sure that every internal communication is encrypted from start to finish. Internal negligence or hacking is less likely with peer-to-peer communication that is encrypted and conducted via a completely private team network.

There are some disadvantages to telecommuting. However, one occasionally overlooked concern is how it might impact employees’ daily schedules and diets. It could be more challenging to distinguish between work and play when working from home. Furthermore, if the fridge is always within reach, it might be difficult to resist the allure of food. Employees are not prohibited from taking time off just because they work from home. But give them weight. Go for a walk, read a book, do yoga, or speak with loved ones. When it comes to an employee’s diet, keep in mind that there is a connection between their nutrition and their productivity, sleep patterns, and self-control. Make better choices than bingeing on carbohydrates and pointless calories.

References

 Allen, Tammy D., et al. “How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings.” Psychological Science in the Public Interest, vol. 16, no. 2, 2015, pp. 40–68. https://doi.org/10.1177/1529100615593273.

Gajendran, Ravi S., and David A. Harrison. “The Good, the Bad, and the Unknown about Telecommuting: Meta-Analysis of Psychological Mediators and Individual Consequences.” Journal of Applied Psychology, vol. 92, no. 6, 2007, pp. 1524–1541. https://doi.org/10.1037/0021-9010.92.6.1524.

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