Why Should Teleworking Be An Option For Employees?

Why Should Teleworking Be An Option For Employees?

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Interested in the latest information on Tele-work status? The use of technology is increasing every day, and with every generation of workers, the teleworker should be followed as an employee option. This is feasible and offers significant benefits for employers and employees.

Recruitment and other creative work schedule options are becoming essential to your ability to attract and retain talented employees.

Work schedule flexibility is one of the key options in attracting millennial workers and retaining the knowledge and mentorship of Baby Boomers.

What is the importance of telework to US employees? 82 percent of companies named in Fortune Magazine's 2011 annual “100 Best Companies to work for” List allow their employees to telecommute or work at their homes for at least 20 percent of their time. Is your organization competitive?

Status of Tele-work report

Kate Lister and Tom Hamish, an internationally respected and expert expert on teleworking (Job Exchange),have prepared a comprehensive report on the state of teleworking in the United States.

Lister's organization, the Telework Research Network , examined tele-work trends over the past five years. "Citrix Online, "a summary report titled" The State of teleworking in the United States, " shows who works remotely, how they tele-work and tele-work.

The report also addresses the social and economic impacts of the practice.

WorldatWork and the Bureau of Labor Statistics are presented with their own data from organizations such as Lister and Hamlish , as well as data from existing studies, and an existing telecommunications picture in its current form.

You'll want to read the full report on teleworking trends. The report provides some important findings on who, when, where, why and why telework was not carried out. In a national employment picture that included these factors, I found the factors that hindered the progress of telework particularly interesting.

• 45 percent of the U.S. workforce has jobs that are at least compatible with part-time telework.

• Fifty million U.S. employees who want to work from home to work consider their main workplace (2.3 percent of the workforce),with only 2.9 million working in telework.

• Regular telecommunications grew by 61 percent between 2005 and 2009. Over the same period, home-based self-employment increased by 1.7 percent.

• Based on current trends, without growth momentum, regular telecoms will be 4.9 million by 2016, 69 percent from the current level, but well below other forecasts.

• While 76 percent of telecommunications companies work for private sector companies, up from 81 percent in 2005, the difference can largely be attributed to more work at home between state and federal workers.

• Using the home as 'reasonable accommodation' for Americans under the disabled Act, 316,000 people regularly work from home.

• A typical telecommunications company is a 49-year-old, college-educated, salaried, non-union employee in a management or professional role who earns $ 58,000 a year at a company with more than 100 employees.

• According to the total population, there is a disproportionate share of management, professionals, sales and office workers.

• Non-exempt employees are much less likely to work regularly or privately at home compared to salaried employees.

• More than 75 percent of those working from home earn more than $ 65,000 a year, the highest 80 percent of all employees.

• Larger companies are more likely to deal with telecommunications than smaller ones.

• Non-union organizations, compared to unions, are more likely to offer telecommunications services.

• Lister concluded that 50 million people would be the theoretical maximum to work at home. That makes up 36 percent of the total workforce, or 40 percent of the self-employed.

• Other studies suggest that more employees will work at home if the option is available. Telework Research Network, WorldatWork 2011 telework Survey, 2009 American Community Survey concludes: 63 million employees could work on the project:

- May ask for 30.4 million, or 49 percent, but does not work at home,

- 1-5 days per month -- 16 million or 25 percent can work,

- 3-5 days a week from home --2.9 million, or 5 percent,

-13.4 million, or 21 percent, don't want to work at home.

* Unless otherwise stated, all telecommunications statistics mention people who mainly work from home and self-employed. All information is used with the permission of the report's author.

Business Benefits Of Telework

The benefits of Tele-work to the employer and employees are compelling. For a long time, I researched the advantages and disadvantages of a flexible program, including tele-work.

In their Tele-work study, Lister and Hamish concluded that businesses would experience these benefits.

• * "Save over $ 13,000 per person

• Increase productivity over $ 466 billion-6 million man-years

• Save $ 170 billion in real estate and related costs (assuming 20 percent reduction)

• Absenteeism $ 28 billion (25% discount) and turnover (10% discount)

• Increase continuity of operations

• From environmental sanctions, city access fees, etc. Avoid you.

• Reduce energy costs and carbon footprints

• Improve work-life balance and better meet the needs of families, parents and senior carers.

• Avoid the 'brain drain' effect by allowing retired Boomers to work flexibly.

• Hiring and retaining the best people. ”

* Calculated by the "telework Research Network's proprietary telework Savings Calculator" and made the following assumption: 25% decrease in real estate costs 43 $ / sf, 1.5% decrease in annual Days, 10% decrease in turnover and 25% increase in productivity ($41,605, which is the weighted average of the jobs included in the 2009 ACS projection).

Barriers to Tele-work

Lister's projections of widespread adoption of tele-studies are more conservative than those of other organizations that take the opportunity. He is not optimistic about the proportion of institutions that are ready and willing to achieve the profound cultural change that Tele-work entails.

The biggest barrier to Tele-work is middle management. Lister says: "the issue of insecurity - 'What Works and what doesn't' is huge and I can't get over it easily.Born in the days of term workshops and spelling pools, management attitudes still dominate. The concept of senior management is clearly supportive, the lack of middle management acquisition is a hindrance. "In addition, in some organizations, senior management tele-work is not supported.

The second biggest obstacle is business alignment with telework. Some work must be done on the field. However, the proportion of many jobs can be done in an environment that supports telework, at home, or at another workplace.

For further information on the impact of tele-work on society, the economy and the individual, see the Tele-work Trends report. You'll be glad you did. Lister and Hamish have done a significant amount of work from existing research to examine the state of telework and the potential for telework in the US.

For more blogs; teleworkingspecialist.com