Telecommuting Is A Flop So Fix It Already; Five Ways To Make It Work For Your Business

Unlike the other two telecommuting articles in this issue, this article finds telecommuting to be stalled, with 9.6 million telecommuters this year instead of the 55 million IDC predicted back in 1997. The reason? Managers are suspicious of telecommuting costs yet aware it’s a great way to retain talent. As a result, much of telecommuting is informal and 3-5 times more expensive to run because of ballooning costs. As expenses soar and assignments aren’t completed, managers blame telecommuting when the real problem is poorly designed (or no) strategy.

The author believes that the key to the productivity gains inherent in telecommuting is to give the program structure and clarity of purpose. The article calls for creating a goal — cost reduction, talent retention or productivity gains — establish clear guidelines and invest heavily in hardware and software. Hidden costs must be recognized — IT support, travel and logistics to name a few — and then savings calculated. Cost-benefit analysis resources are identified, including Internet sites. In the end, the author believes that potential telecommuters must be well screened; look for good attendance, a self-supervising ethic and a good performance record. A “Telecommuting Affinity Index” site is provided (www.knowledgetree.com/ata.html) that can help evaluate how successful a person will be working from home.

Source: Renuka Rayasam, Ziff Davis Smart Business for the New Economy, August 1, 2001