There’s zero inherently wrong with telecommuting. It can be efficient, employee-friendly and environmentally preferable – a constructive spirit upholder for all. But it has to be managed. Thoughtfully. Dollars to doughnuts during both Yahoo and Best Buy a well-intentioned process spun extravagantly out of control. Human nature being what it is, if a chairman is operative from home and frequency anyone is ever checking in on him or her, there’s a reasonable possibility there will be, shall we say, reduction strictness in a operation.
The association we worked during for many of my career available telecommuting… though carefully, and usually in cases where it finished good business sense. Like many managers, we had a few employees who telecommuted with some regularity… since of unusually prolonged transport distances … or in bad weather… or since a duty (e.g. modifying marketing materials) could be improved finished in a quieter home setting. But in these instances telecommuting was a payoff not a right, available usually after conference with management. And if it wasn’t operative out, reins would be fast pulled in.
Net-net, my possess knowledge was that telecommuting was fine, though that it had to be managed. Was there intensity for abuse? No doubt. But preventing it was, after all, a purpose of management.
Results, not miles, are a magnitude of management. If a chairman delivers consistently good results, it doesn’t unequivocally matter to me either he or she is operative from Tanzania or Saturn. If they can’t, it doesn’t matter if they’re sitting 5 feet away.
When we hear about employees carrying “a right to telecommute,†it does give me postponement for thought. My clever guess is a emanate isn’t telecommuting, or distance, or even employees. It’s management.
Or miss thereof.
This essay initial seemed during Forbes.com.
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