If you get telecommuting right, you'll have a crew of independent technologists who get their jobs done efficiently; if not, you'll create dissent, distrust and workflow confusion. First, understand that telecommuting really does save money, both by having fewer people in the corporate office and by being able to hire remote workers from cheaper talent pools. Secondly, telecommuters really can have higher levels of productivity--double or triple the productivity, in some cases. Thirdly, telecommuting doesn't work for everyone. Telecommuters must be self-starters and be able to find alternate ways to interact with peers. Therefore, it should be an option, not a requirement, of any job. Fourth, trust that your telecommuters know how to manage their time. Fifth, learn how to manage telecommuters. Focus on managing the work rather than the workers, and clearly communicate a well-organized concept of tasks and target deadlines and their interdependencies. Also, keep telecommuters in the loop and give them the right technology to make it all work.
Learn more about what makes telecommuting work:
- read the article at CIO
ALSO:
- read this about security hurdles in telecommuting environments
- and this on why some employers are distrustful of telecommuting
