Telework - Analysis of benefits and implications

Using new technologies to work from outside of the office could alter well-established concepts of a workplace. Thus in order to shape those changes rather than just react to them, we must understand what telework offers to workers, employers and a wider society.

Telework is defined as working away from an employer's place of business (generally at home or in telework centers) using information technology at least one day a week. Telework is also called telecommuting, flexiplace or flexible work. It means that full- and part-time employees who traditionally work in an office or other location are allowed to work regularly at an alternative site.

The worldwide boom in telework is driven by the business requirement for maximizing flexibility in the location and timing of work, by the ability of telework to meet the demands of family and work, and by ongoing competition and innovation driving down the cost of telecommunications services. The recent shifts in ideas and expectations of the workforce are also a significant impetus.

It will be submitted that telework holds a vast potential to benefit workers, employers and society. Now I would like to consider advantages and disadvantages of telecommuting for employees.

In my view some possible benefits may include a decrease or even cessation of time and effort spent on getting to the workplace, as employees are working from alternative sites. This arrangement at the same time may achieve a better match between profession and a private life, help balance the demands of work and family as telecommuters can much more easily interrupt their work-related activities and engage in something different for a better relaxation, inspiration for the future deeds or just household duties, which is of special benefit for working parents. And this aspect is strongly connected with another possible advantage, that is, flexibility and sovereignty concerning time and activity and free choice in preferring the place of residence.

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Technological advances have made telecommuting an attractive choice for employees because it gives them the flexibility to work almost at anytime anywhere. It could promote diversity and increase worker productivity, which also may mean an increased net income. In addition, telecommuting provides greater job opportunities for disabled members of the work force. This option allows employees the flexibility to manage family responsibilities or health problems without giving up their careers. Telework can bring equality and satisfaction to workers, as they may find their talents and realize their dreams with better time management and independence. Also the prestige of some occupations will not play that significant role any more with status becoming less visible due to infrequency of actual face-to-face communication. Getting accustomed with new technologies means adding value to one’ marketability in the future. Some teleworkers may eagerly trade off all possible drawbacks against an opportunity to learn more skills in terms of dealing with technologies and ability to be flexible and competent, as these former bottom-line workers will have to perform functions (and therefore possess expertise) of middle-line employees.

In this context we also have to consider some possible disadvantages and risks, a list of which may include social isolation due to the fact that ‘virtual communication’ is a poor substitute for a real face-to-face communication. Unsurprisingly, humans are social beings and as such may require ‘a real-time’ contact. Also a lack of division between work and private sphere can mean a greater stress burden and role overload while balancing demands of both family and work. Increased productivity and higher flexibility may mean disposal of middlemen and flattening organizational structure but also reducing the number of ordinary employees.

Having recognized a better productivity, an employer can make employees accept less beneficial ‘terms of trade’. This may be especially the case if teleworking practices do not receive a sufficient legal embeddedness. Another argument is concerned with promotion of teleworkers, because theoretically at least, they may experience a deficient carrier development. The

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management may not always notice them due to the nature of their work. Thus teleworkers may simply be treated as an outside, ‘outsourced’ entity.

Management experts warn that telecommuting does not suit everyone. N. Nicholson, professor at London Business School puts that it is erroneous to apply telework to any kind of worker and business (Daily Mail, 30/07/2000). Home workers must be types who can work with a minimum of external control. The right domestic arrangements are also important. Therefore telework should remain an option; it should not be compulsory, as some people would like to prefer working in collectives.

In fact, telework is quite consistent with the principles of new management, that is: overlook the process, not the people! Some possible advantages of telecommuting for enterprises may include a considerable saving on real estate (office) rent because the whole business can be ‘virtualized’, even the managerial headquarters. But degree of it in turn may depend on the nature of business. According to a new report from the Center for Digital Culture (www.digitalculturecenter.org) telework can reduce the ratio of managers to staff from 1-to-4 up to 1-to-40 which means disposal of middle line managers and hence, a substantial fall in personnel outlays. Besides, increased profitability and therefore competetiveness can also come from a more flexible deployment of the workforce (both in space and time), a better proximity to the clients through flexible working hours and resulting high quality servicing, thus meeting the needs of clientele. Telecommuting practices may also constitute an advantage for business because of a better attraction of the workforce due to offered freedom and flexibility.

According to W. Herman of Nortel Networks Co (NNC), telecommuting is a win-win situation Kauffman in Federal Times, 03/26/2001). In the meantime about 15,000 of the company's 80,000 employees telecommute. That increases employee satisfaction and productivity, saves the company $20 million in real estate space and 50 million miles of commuting a year.

For businesses, telework offers a highly creative and productive workforce. As submitted by Merrill Lynch Co, productivity increases by 10 to 40 percent (www.empirica.org). According to British Telecom (BT) employees who work at home report less illness and stress. BT has noted

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