It’s time to start taking teleworking seriously: here’s how

After speaking to managers across a range of sectors over recent months, my impression is that most believe that the professional environment has changed irreversibly as a result of the pandemic. In a knowledge economy, a growing number of tasks no longer require people to be in a specific place or time. In addition, companies have moved their meetings and interviews to the virtual environment, so that almost all activities can now be carried out online. 

Therefore, the question now facing employees and employers is: which is the most efficient and sustainable teleworking environment to ensure productivity, security and durability?

First of all, before deciding whether to work remotely or to continue spending our week in the workplace, we must be happy with our work, regarding it as an opportunity for personal and professional development, and also enjoy collaborating with our colleagues at work. In this context of job satisfaction—although Gallup polls show that the majority of people are dissatisfied with their jobs—absenteeism is still rare, while measures to force people into the office -"presenteeism"- are counterproductive.

Studies show that most people’s ideal situation is to telework at least part of the time. The proportion varies according to the circumstances, ranging from one to three days of working from home and two to four days in the office. Obviously, positions requiring face-to-face contact with customers or other stakeholders, as well as jobs in infrastructure, maintenance, representation and senior management, typically demand more time in situ. My experience suggests that younger generations seem more predisposed to teleworking, perhaps due to their familiarity with relationships in digital environments. Similarly, people who live far from the office, or in large cities, appreciate working from home.

In any event, recent research shows that once telework is implemented in an organization, making it mandatory is preferable to keeping it voluntary. When teleworking is optional, it tends to benefit employees who continue working from the office, supposedly reflecting their  dedication and commitment and enhancing their career opportunities.

The experts say that there will be fewer business trips and in-person attendance of conferences in the post-pandemic period. Similarly, a significant percentage of in-company meetings will continue to be held on digital platforms such as Zoom, Teams and others. Some companies have started using online meetings as part of a strategy to help break down silos between departments, encourage integration within the organization, as well as  fostering innovation by inviting co-workers from other units.

That said, online meetings do not provide the basis for the kinds of informal exchange that often take place during face-to-face meetings. In response, some companies are  now organizing meetings with a social component, inviting a wider range of stakeholders to take part as a way to share knowledge and information, create cross-cutting opportunities and structure the organizational culture.

Traditionally, attendance has been an important part of how our performance has been measured, starting with clocking in and out. But as the digital revolution spreads, performance can now be measured better by activity completion, goal achievement or impact measurement. However, older generations still attach special significance to their time in the office. But if a physical presence is no longer important, innovative systems of continuous performance appraisal will have to be developed and more timely objectives will have to be set.

Nevertheless, we should remember that for many people going to the office every day means being able to talk directly with colleagues, as well as to share information and news. If we are no longer going to spend our days in the office, we will need to improve internal communication through effective channels. 

Similarly, teleworking means a greater need for in-company training programs to update knowledge and develop skills, as well as to foster greater corporate identity, while helping to disseminate the culture and values of the organization.

Finally, working from home may be more comfortable and facilitates a better work-life balance, but it can also produce the opposite effects: more stress, a sense of detachment, and even isolation and depression. Organizations need to think about implementing health and well-being programs.

   During last year's lockdowns, we have seen how it is possible to work from anywhere (WFA). From now on, we could think about spending part of the year in a completely different location, provided we have good connectivity and for those with families, educate our children partly online. Can you imagine spending the winter in South Africa and the summer in Iceland?