While I was doing research on remote work for my latest book, Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange: COVID-19 Perspective, I found consistent themes in terms of reluctance to allow telework/remote work. I characterized the research into 13 reasons that may be given about the perils of telework/remote work.
- Most of our work is classified in nature
- It will be hard to maintain our standards for secure operations
- Our work cannot be done remotely (collaborative, interactive)
- Teams cannot be built without face-to-face interaction
- We cannot because we work face-to-face with the public
- We cannot because we are a nonprofit
- It will be hard to get a new hire up to speed and introduced to the team
- Workers who need structure and supervision will fail
- Communication is more effective in person
- It will be hard to hold people accountable to work a full 8 hours a day
- Everyone cannot telework, so using it can cause problems
- We cannot do it
- Our leaders say we cannot do it
Let me provide some detail on three examples that relate across some of the reasons in this list.
EXAMPLE 1: One manager told me, “I need to have impromptu meetings to work out problems or to address emerging issues.” These were my questions.
- When was the last time this happened?
- When it happened, was there a stated purpose at the outset?
- Did you accomplish your goal?
- Is this a regular occurrence?
EXAMPLE 2: One leader told me, “I need face-to-face connection with workers who need structure or close supervision.” These were my questions.
- How are you managing those employees now that they are onsite?
- Are you telling me you have no problems with employees currently?
- Are all employees who are constantly in your sight getting all their work done correctly?
EXAMPLE 3: The director in one organization told me she was just more comfortable with employees onsite and that there were rewards or incentives available, making it unnecessary to offer remote work as an incentive. I asked her to think about an employee she could not do without. Then I asked questions.
- How important is it to your success to keep that employee?
- What would you do if that employee told you I offered full remote work at the current salary?
- Would you consider remote work in this situation?
I cannot answer these questions for anyone. There are many variables and situations that must be considered to determine one of four paths in this area:
- Do nothing
- Reinforce or use onsite only
- Allow remote work at some level or frequency
- Create a hybrid environment and use onsite and remote work together to create benefits for everyone possible
Leaders should be at least open to considering the use of some form remote work. This helps prepare organizations to successfully transition to distributed operations during times of emergency and, just as important, enables ways to enrich the work environment for the workforce. Considering the use of remote work or some hybrid approach opens the door to win-win situations for both organization and employee.
We never know what will happen tomorrow but, as COVID taught us, having a way for people to take care of their loved ones while still working is important. This is important as demonstrated in a survey that reported that 37% of employees would leave their current job in favor of one that allowed them to choose their work location at least part of the time (Gallup, 2017).
I recommend thinking of telework as an investment in people to give them flexibility in the interest of improving work-life balance. Using a hybrid approach can be effective if you ensure two-way communication with feedback to create and nurture trust. It should be combined with culture and operations supportive of both on site and remote workers promoting equal treatment in an effort to achieve buy-in.
REFERENCE: Gallup, I. (2017). State of the American workplace. Pobrane z http://www. gallup. com/reports/199961/state-american-workplace-report-2017. aspx.