Thinking Out Of The Cube: Moving Toward A Mobile Workforce

Until recently, encouraging significant numbers of employees to telecommute did not make good business sense for many employers. That was before the arrival of affordable communication technologies such as broadband, Wi-Fi, web cams, cell phones, groupware, and PDAs. Now, there are no longer any compelling reasons why "knowledge workers" and sales professionals, who do most of their work using PCs and phones, cannot do at least some of their work from just about any location in the wired world.

Indeed, it is not far-fetched to imagine that the white-collar office in the form we currently know it will soon be a thing of the past. Some innovative companies have been able to reduce their workspace through a combination of tele-commuting and "hot desking." For example, one company has created an office with 90 cubicles to accommodate 140 employees, each of whom telecommutes for part of the week and uses an available cubicle when in the office. As more companies conduct their business and store their files online, the paperless—or even "virtual"—office is close to becoming a reality.

Even though many jobs currently performed in offices could be easily done from a remote location, the culture of "face time" often stops telecommuting in practice. But time spent in an office does not necessarily produce value for a business—the work itself does. Increasingly, employers are measuring performance on the basis of results rather than hours worked. For most types of white-collar jobs, it is possible to set measurable targets that apply regardless of where the work is performed. Being able to work from anywhere will also enable employees in customer-facing positions to spend more time with clients, and less time tied to a desk.

One reservation employers may have about allowing employees to telecommute is the possibility that the distractions of children, the laundry, or a latte at Starbucks will interfere with their productivity. But offices also tend to be busy places, where workers may be easily distracted or disturbed by other people’s phone conversations or chats between co-workers. In many cases, employees will get more work done when they can choose an environment with less noise and activity—and no temptation to gossip over the water cooler.

For the employer, the money-saving opportunities associated with having a remote workforce go beyond spending less on office space, equipment, and air conditioning. It may be possible to recruit qualified employees at lower salaries if teleworking is an option. Working from home is cheaper for most employees, who can save money on transportation, an office wardrobe, and lunches out. People who want part-time or flexible work schedules because of childcare or eldercare responsibilities may be willing to work for less compensation than a full-time, office-based employee would demand. If an employer’s office is located in an area where housing is expensive, recruiting workers in less pricey parts of the country will help keep payroll costs down.

In most respects, managing teleworkers is not much different from supervising people on-site. Managers and co-workers can keep in touch with telecommuters through phone, e-mail, and instant messaging. Managers themselves can also work remotely, coordinating and supervising the activities of a group of employees online, and holding meetings via teleconferencing or web conferencing.

Integrating telecommuting into their business strategies can also help protect companies in case of disaster. If a company’s office were to be hit by a hurricane or fire, having employees already working from other locations could save the business from serious losses—or even bankruptcy.

Providing the right technology solutions for employees who telecommute is getting easier as Internet and phone connections become more sophisticated and affordable. Given the software and hardware tools available, it may be possible to integrate home computers and other remote devices into the IT networks of most companies quickly, securely, and cost-effectively.

Not all jobs lend themselves to tele- commuting, and not all staff members have the self-discipline and focus required to work remotely. But employees who have shown themselves to be independent and reliable in an office setting may well have the maturity to handle remote working. For employees seeking work-life balance, the opportunity to telecommute for even part of the workweek is a strong incentive to remain with an employer.