Question

Explain 2 pros and 2 cons of managing teleworkers and the need for clear and consistent policies.

Answer 1

Allowing employees to work from home, otherwise known as “telecommuting,” is becoming a common human resources discussion. One of the main focuses of this discussion is how this trend affects companies. You might be surprised to learn that studies, including a recent study by Stanford University, have found that employees who work remotely are often more productive and work longer hours than those who head into the office.

To garner a better understanding of this trend, the most prevalent pros, cons are mentioned below:

Pros of Telecommuting

1. Employers retain crucial employees.

The flexibility of telecommuting helps employers retain key employees who may otherwise leave because of personal reasons, such as moving further from the office. In fact, employees who evade extensive work commutes often experience less stress and can better sustain a positive work/life balance.

2. It is cost efficient for both the employer and employees.

The Stanford University study also examined a Chinese travel agency and found that the company saved an annual average of about $2,000 per employee who worked remotely.

This is because telecommuting reduces expenses across the board — from real estate and building maintenance, to security, furniture, office supplies and other expenses. Employees also can see a positive effect of telecommuting, by saving on minor expenses, such as fuel costs.

Cons of Telecommuting

1. Employees experience issues with work/personal boundaries.

For parents, telecommuting while the kids are home is often a difficult task. Making a frequent transition between the role of a parent and the role of a professional at home can often be confusing for children who may not understand why you are unable to be continuously available.

2.Employees experience less creativity due to lack of collaboration. Research on creativity has found that certain moments of brilliance are sparked by unexpected conversations (for instance, while grabbing a cup of coffee with a colleague). Lack of presence in the office prohibits telecommuters from experiencing unintentional creativity throughout the workday.

Human Resources (HR) professionals have two primary roles with regard to telework. The first is to determine whether telework can help make work “work” for all involved and, if so, to build a business case for using it. The second is to develop policies that ensure employees can maximize their success on and off the job while keeping the organization clear of any liability issues. The following list of tips provides suggestions for developing a business case and crafting your telework policy

There is a need of clear and consistent policies because of following reasons

Telecommuting is one of many flexible work arrangements that campus departments may establish for their staff in order to enable them to achieve a more successful balance between work responsibilities and family life. (Other examples include flexible schedules, part-time and partial-year appointments, job sharing, alternate workdays, and alternate work weeks.)

Departments are urged to carefully review both the advantages and the disadvantages before entering into a new telecommuting agreement, to explore the wide variety of arrangements possible, and to address potential problem areas. Pilot programs may be helpful in determining what type of arrangement would be most effective. Also, departments that currently have telecommuting agreements in place are encouraged to review the policy and guidelines before renewing those arrangements, to ensure consistency of application and equitable treatment throughout the department. Remember, however, that what will work well for one position or employee may not work for another. Success depends on both the nature of the work and the nature of the employee.

Company has developed Telework Guidelines to make working at a remote workplace an effective way to meet company and employee needs. All departments will follow these guidelines to promote consistency in implementing and measuring the success of the telework program. Note: Telework is a management option, not an employee right; therefore, telework is not an option that an employee can demand or has a right to expect. It is, instead, an option that management uses whenever it decides that it is most appropriate for the situation and circumstances. This is a voluntary program and the arrangement can be terminated at any time for any individual employee(s) or as a program, if it is determined that the Company’s needs are not being met.

The Telework policies clearly establishes the roles and responsibilities between a teleworking employee and that employee's supervisor. This agreement must be signed by both parties prior to beginning telework, and must be reviewed at least semi-annually to ensure that the telework guidelines are well understood. A copy of the signed agreement should be forwarded to the Telework Program Manager.

These guidelines are intended to encourage and structure telework and to provide a general framework for departments to adapt telework as a work option in their area, thus helping to achieve the Company’s strategic objectives. These objectives include:

• Employees are expected to work their normal work schedule, unless they receive their manager's prior approval to adjust their schedule. Employees need to remain productive and responsive during their scheduled work hours.
• Employees are expected to maintain a presence with their department/division/school while working remote. Presence may be maintained by using appropriate technology including but not limited to a computer, email, messaging application, video conferencing, instant messaging, Google sheets, and/or text messaging. The employee is expected to maintain the same response times as if they were at their regular USF location and will make themselves available to attend scheduled work meetings as required and/or requested.
• Employees need to have a working telephone or cellphone at their remote location. Those employees who have already migrated to Jabber should ensure that incoming calls to their office phone are forwarded to their remote location phone or mobile phone.
• Employees are expected to arrange for child/dependent care as necessary for the hours in which the employee works from home. Personal tasks and errands should only be performed during the employee's scheduled breaks and lunches.
• The organisation is not responsible for operating costs of any personal equipment (including, but not limited to, computers,personal devices, cellular or standard telephones), home maintenance of personal equipment, or any other incidental costs (utility provider costs, telephone costs or for any supply costs used in the home) associated with the use of an employee's alternative work arrangement.