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Telecommuting Concerns…Are They Blocking the Progress of the Flexible Workplace?

Back in 2008, research firm IDC predicted that 75% of the workforce would be mobile by 2012. In contrast, the Telework Research Center reports that only 2% (2.8 million) workers identify home as their primary location of work, and 17.2 million people work from home at least one day a week. Additionally, Forrester Research reported in 2009 that 34 million Americans work at least occasionally from home, and predicted that by 2016 that number will jump to 63 million. There is definitely growth in the number of telecommuters, but also some evidence of hesitancy on the part of employers in pursuing this alternative work arrangement.

Interestingly, 40% of U.S. workers indicate that they can do their jobs from home. And with the upsurge in informational jobs over industrial jobs, the confidence is understandable. Offering benefits such as a reduction in physical office space, utilities, and overhead, teleworking / telecommuting seems like a sure win. Employees also benefit with the reduction in travel costs and time, and possibly even a better work / life balance due to flexibility. Some have even stated that productivity increases for some when teleworking / telecommuting.

So why the hesitancy? Ted Schadler, President and Chief Analyst at Forrester Research points to psychological factors. “Some bosses think if they can’t see you working, you’re not working…and if you’re worried about losing your job, you’re going to come into the office every chance you get.” Trust is a primary issue for both sides. Managers may feel as though they lose control when they can’t physically see those for whom they are responsible. Building trust on both sides can be tricky. We are used to seeing each other in the workplace; it’s a security to know that we see each other. An employee can see her interaction with the boss and gauge whether she is being valued for her work. A manager can see his subordinates working and can be reassured that no one is giving subpar work. Regardless of the countless benefits, you do sacrifice the security of face to face communication when venturing into the telecommuting realm. Include the possibility of a breach in security or the inappropriate revelation of intellectual property and confidential data, and many would rightly hesitate in creating a telework program. We must never forget that sometimes, technology can fail.

Team morale is also a serious concern. Some workers actually need the support provided by the physical presence of other co-workers in order to accomplish their part of a team effort. It makes us question if it’s even possible to build a team when the team members aren’t physically around each other to build camaraderie.

With dedication and an open, optimistic mind, the answer is yes. Teams can be built virtually. With broadband piping is available in over half the homes in the United States, teleconferencing is an option. By having regular communication with the virtual team via video / phone conference, instant messaging, and e-mails, you can ensure all that they are valued, whether they are in the office or work offsite regularly. Provide scheduled face-to-face meetings. Project kick-off meetings are a prime example of this. With team members spending most of their time away from each other, seeing each other at the beginning of a project can foster collaboration. This meeting also will allow for team members to get a clear understanding of the tasks at hand, and gauge how they can best interact with their team members.

Despite the growing numbers of teleworkers and the many benefits of teleworking, there is a recognizable concern for the possible consequences of rushing into such a work environment. If teleworking is feasible for the organization and its jobs, cautious steps should be taken in order to ensure trust on both sides. Thorough research into technical equipment will be needed as well. With such a unique setting for a workspace, a special effort must be taken to keep the organization cohesive and help make the teleworking / telecommuting workers feel valued.

The Challenges of Rehiring

Back in 2009 we experienced some severe hits to our economy which resulted in record-breaking unemployment rates. Although things have gotten better, a number of organizations have been pondering the thought of rehiring talent shed during the economic downturn. In a survey conducted by The Society for Human Resource Management, 45% of HR professionals indicated they have rehired some of their former employees. Have you wondered the same? Keep in mind that perhaps it wasn’t an economic reason for the dismissal. Perhaps the employee left voluntarily and now decided that he / she wants to come back. Does this scenario warrant serious consideration?

There are a number of benefits to consider when rehiring former employees. For starters, on-boarding won’t take as much time. Right Management researched and found that 37% of participating organizations rehired their former employees because these individuals are familiar with the job. An additional 33% rehired employees because these employees understand the organizational culture. The organization that rehires former employees also gains the benefit of overall morale improvement, as returning talent proves to others that the organization values people and their contributions to the organization. It would appear that if the employee applied a second time, they must have enjoyed their experience the first time around and found that employer to provide personal happiness. If enough time has passed, that former employee may have gained additional experience elsewhere to contribute even more to the organization the second time around. And yet, besides the promising positives, there are some negatives to also consider.

If a prospective rehire left because of an issue not related to a layoff, there are more questions to ask. The most pressing question to ask is: “Has the issue that caused you to leave been resolved? If so, how?” If the answer to this question is no, you may want to rethink hiring the individual. Rehiring may ultimately result in a loss of time and money. There are also internal feelings from current staff to consider. Was the former employee a notorious troublemaker? Were there other more favorable employees in the particular department? Would bringing back this particular employee cause some employees discomfort?

HR Hero presented a scenario where three employees are let go via seniority. Perhaps two of those employees are “septuagenarian minority women” and the third is a 25 year old white male. HR Hero further explains, “Let’s say the white man was the least senior of the three, but also the best worker. In that situation, you should think twice about skipping over the two more senior employees and hiring back the employee you really want. Doing that might make it look like the seniority criteria you used for the layoff were a sham designed to allow you to get rid of the ‘dead weight’ while ultimately keeping a young white male employee. To be safe, it’s better to seek out experienced legal counsel when you’re making these tough calls.” Other legal issues to consider include FMLA and pensions. Eligibility for rehire doesn’t always happen automatically.

If you are considering rehiring former staff, what can you do to prep for the possible challenges? Some organizations have created a layoff and recall policy. Such a policy will help you to avoid possible scenarios such as the HR Hero example listed earlier. The policy keeps things clear for the entire organization when it comes to decision making. Also, when interviewing the possible rehire, be very clear. Be sure to express your expectations and the organization’s long-term needs. Make sure the employee is fully aware of the possible commitment he or she will be making. Also, take the time to understand the employee’s career goals. What you may have recorded when someone was employed with the organization may have changed after leaving. See if the organization can assist in helping the rehire reach these new goals.

Overall, rehiring is a process strongly worth considering. The loss of genuine talent isn’t easy, and the opportunity to bring such talent back is satisfying. In some cases, rehires could be brought back just to handle special projects. The overall question that must be asked is: Is it worth it? Then consider if the organization will prosper from the employment and if the re-employment will positively affect the organization’s attitude overall. If the answer is yes for all of these questions; why not go for it?

The Challenges of Teamwork

Teamwork is unavoidable. While many people enjoy the collective experience of accomplishing goals as a team, there are many who find this facet of work challenging. What is it about teamwork that makes some avoid it like the plague, and others enthusiastic for the opportunity? Astronology takes a look at the challenges of teamwork.

With teamwork comes a culture that values collaboration. This allows all involved to feel that their opinions and ideas are important and should be voiced when appropriate. This also allows employees to feel motivated to speak up for the betterment of the organization, not just for their personal gains. Overall, this culture of collaboration brings enthusiasm which spurs on cohesive success.

What are some challenges to teamwork? Arnoldo Mata, owner of Leadership Resource Group, mentions on his blog in a teamwork posting that there are three classifications of problems found in teamwork. The first level or classification deals with structural problems, such as unclear objectives or assigning too large an assignment to a small group. Such issues can be easily managed with clearer communication and assistance or coaching from management. The second type of issue can stem from personal conflict. History of mistrust, slacking off, and personality clashes can make it very difficult for some to muster up the interest in participating in any sort of work involving others. Although clearing a reputation takes time, the best step to take is to keep the lines of communication open. Set deadlines for specific phases of the project and make sure all are updated on the status as time passes. This approach will allow the team to focus on the project, and move past whatever personality flaws or reputation issues at present. A third issue centers around the enthusiasm of one team member. If one member of a team refuses to join the team in accomplishing a goal, the options are quite limited. Addressing the team member’s lack of enthusiasm is perhaps the easier step to take. If even after a discussion to address the issue, the team member simply chooses to not participate, two other options available would be to switch team members or terminate his / her participation. Both options aren’t pleasant to deal with, but can be less uncomfortable than carrying an unproductive team member.

Some other tips for successful teamwork include the following:

Promote a sense of belonging to the team members,
Ensure that every team member feels valued,
Ensure the team completely understands the objectives / goals at hand,
Examine the team’s progress constantly, and
Celebrate team successes.

Teamwork can help bring out the best in its members. In addition to accomplishing whatever problem the team is tasked with, fostering of a teamwork culture can build organizational success. Instead of dreading that upcoming team project, look forward to it!