Posts Tagged ‘small office’
February 25th, 2008 in Small Office Home Office No Comments
The author of this article notes that clutter and chaos in the home office saps energy and concentration while increasing tension and anxiety. Companies are responding by designing office products with ergonomics, atmospherics and ease of use in mind. Some of the more interesting innovations for a stress-free home office:
- New muted paint colors that are less fatiguing on the eyes.
- Height-adjustable desks that offer a custom fit for workers.
(more…)
September 1st, 2002 in Small Office Home Office No Comments
A survey has found 92 percent of employees saying the ability to telework would be a key factor in deciding if they would accept a job. The survey is by TrueCareers, a Reston, VA online job board that provides companies with prescreened candidates. Pollsters also found 91% believe they would be more productive if they could work from home. Of the 1,963 respondents, two-thirds had either already tried it or are considering it. The reasons? They want to spend more time with families, have more flexibility, and eliminate costly and stressful commute time. The survey found 60% of respondents now have at least a 15 mile commute to work each way. A related article says a poll by the Positively Broadband Campaign found similar results. More than half of those surveyed think telework would improve the quality of their lives, and among those who spent more than an hour a day commuting, the number was 66%. People said they thought it would make them a better parent or spouse, and about a third would take the option to telework over higher pay.
Source: Work & Family Newsbrief, September, 2002
August 14th, 2001 in Small Office Home Office No Comments
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
July 6th, 2001 in Small Office Home Office No Comments
With Internet access and collaborative software, many companies are finding that employees don’t have to be in the same building to work closely together. To reduce and eliminate geographical boundaries to recruiting and provide a special employee benefit, companies are letting employees work from home or from satellite offices. A recent survey of 600 employers by The Society for Human Resource Management found 37% offer a telecommuting program, as do 26% of companies with fewer than 250 employees and 50% of companies with more than 5,000 employees.
Telecommuting can be set up on a formal or informal basis. Informal arrangements are often short-term projects or personal arrangements for family or medical leave. Formal programs are usually for long-term arrangements, with a possible trial period to test how the arrangement works. Benefits and downsides to telecommuting are discussed and resources for further study such as telecommuting literature, consultants, products and services are provided.
Source: Christine Cube, Washington Business Journal, July 6, 2001
June 4th, 2001 in Small Office Home Office No Comments
Workers Have Become Adept At Sidestepping The Pitfalls Of Telecommuting By Taking Breaks And Staying In Touch With The Office.
Technological innovations have contributed to a surge in telecommuting, with nearly 20% of the workforce telecommuters at some point. This article focuses on how workers adapt to the challenges of telecommuting and on the strategies used by companies to improve telecommuting so they can cut real estate costs, spur productivity and widen their labor pool. Examples are given of workers who are learning to sidestep telecommuting pitfalls, separate their work and home lives, and make themselves available to colleagues.
Source: Barbara B. Buchholz, Crain’s Chicago Business, June 4, 2001
January 14th, 2001 in Small Office Home Office No Comments
Once a company’s telecommuting program is established and its Virtual Private Network (VPN) is up, the ability to keep its virtual team productive depends on management and communications practices that differ from face-to-face management. This article recommends:
- Hire experienced, self-motivated personnel;
- Develop new techniques to ensure work and team coordination; and
- Clarify specific assignments and deadlines in meeting minutes that are e-mailed shortly after meetings.
The article concludes with a discussion of Boston-based Signet Consulting Group’s mapping process that can help guide the flow and control of meetings, decisions and actions. This mapping provides “a structure and process that will engage all of the team members and provide a road map that will help the team course-correct in route to its goals.”
Source: Loretta W. Prencipe, InfoWorld, July 16, 2001
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