I did not realize how misunderstood telecommuting was until I spoke about it with my brother-in-law. He reads a lot but had put together an idea of telecommuting that was pretty far off base. Unfortunately, I do not think he is alone. These misconceptions are a major barrier to starting telecommuting programs. Following is a list of some of the most common misconceptions about telecommuting and your responses to correct them.
Perception: Telecommuting is a fad.
Reality: Telecommuting shows no signs of fading. It is growing at a rate of 15 percent annually, according to Link Resources, a New York City market research and consulting firm. Several factors suggest that this growth rate will continue and probably increase. Link Resources reports that, during 1993, nearly 8 million Americans worked in their homes as telecommuters, and estimates that that number will more than triple--to 30 million--by the end of 1996.
There are several reasons for telecommutings popularity. First, as the requirements of an aging population change, professionals who must care for children and aging parents demand more flexibility in the workplace. While downsizing has made many people fearful for their jobs, companies are still willing to make concessions to keep valued employees.
Second, the constantly growing workload that employees are expected to manage in the workplace has prompted some employees and managers to realize that the only way to stay on top of all this work is to spend part of the time outside of the office meeting with clients or working in an environment that has fewer interruptions than the office.
Third, the 1990 Federal Clean Air Act mandates that some companies with 100 or more employees at one work site in areas of the country where the air is particularly polluted must reduce the pollution their employees generate getting to work. These employers must create "employee trip reduction" plans to curtail work-related vehicle miles traveled by their employees. Carpooling, increased use of public transportation, and more telecommuting are all options for achieving this goal. You 11 find a list of telecommuting companies and case studies later in this chapter.
Perception: Telecommuters work full-time at home.
Reality: Most telecommuters work at home from one to three days a week. This is because most jobs require that employees spend at least some of their time in the corporate office for meetings and other tasks that can be done only at the work site. It is also because of the human need for interaction with coworkers and a desire for face-to-face meetings.
Perception: Employees who telecommute waste time.
Reality: Most telecommuters experience significant increases in productivity. Fewer interruptions and more time and energy from not having to commute, among other things, usually lead to significant productivity increases. In his book, Making Telecommuting Happen: A Guide for Tele- managers and Telecommuters (New York: Van Nostrand Re inhold, 1994), Jack Nilles, who coined the term telecommuting, stated that in a survey of 300 telecommuters and their managers, effectiveness levels increased an average of 30 percent. Most telecommuters also improve their organizational skills. This improvement is directly related to the increased responsibility and autonomy that comes with the new work arrangement.
Perception: Telecommuting is always expensive.
Reality: Telecommuting is a business solution designed to increase productivity and flexibility and to improve the bottom line. Sometimes this requires a significant investment, but some programs have been instituted at little or no cost. Some telecommuters work at home reading reports or working with a pen and pencil. Lots of other telecommuters work on their personal computers; employers pay only phone expenses. United Airlines, for example, instituted its telecommuting program at no cost to the company. Look for details on this in the case studies section later in this chapter.
Telecommuting can work in a number of ways, some of which do not require a significant investment. Even if your company does decide to provide technology, telecommuting does not require a personal computer on every home office desk and an extra phone line for each telecommuter. Many telecommuters share laptops with other employees to keep costs down.
Perception: Telecommuting is a fad.
Reality: Telecommuting shows no signs of fading. It is growing at a rate of 15 percent annually, according to Link Resources, a New York City market research and consulting firm. Several factors suggest that this growth rate will continue and probably increase. Link Resources reports that, during 1993, nearly 8 million Americans worked in their homes as telecommuters, and estimates that that number will more than triple--to 30 million--by the end of 1996.
There are several reasons for telecommutings popularity. First, as the requirements of an aging population change, professionals who must care for children and aging parents demand more flexibility in the workplace. While downsizing has made many people fearful for their jobs, companies are still willing to make concessions to keep valued employees.
Second, the constantly growing workload that employees are expected to manage in the workplace has prompted some employees and managers to realize that the only way to stay on top of all this work is to spend part of the time outside of the office meeting with clients or working in an environment that has fewer interruptions than the office.
Third, the 1990 Federal Clean Air Act mandates that some companies with 100 or more employees at one work site in areas of the country where the air is particularly polluted must reduce the pollution their employees generate getting to work. These employers must create "employee trip reduction" plans to curtail work-related vehicle miles traveled by their employees. Carpooling, increased use of public transportation, and more telecommuting are all options for achieving this goal. You 11 find a list of telecommuting companies and case studies later in this chapter.
Perception: Telecommuters work full-time at home.
Reality: Most telecommuters work at home from one to three days a week. This is because most jobs require that employees spend at least some of their time in the corporate office for meetings and other tasks that can be done only at the work site. It is also because of the human need for interaction with coworkers and a desire for face-to-face meetings.
Perception: Employees who telecommute waste time.
Reality: Most telecommuters experience significant increases in productivity. Fewer interruptions and more time and energy from not having to commute, among other things, usually lead to significant productivity increases. In his book, Making Telecommuting Happen: A Guide for Tele- managers and Telecommuters (New York: Van Nostrand Re inhold, 1994), Jack Nilles, who coined the term telecommuting, stated that in a survey of 300 telecommuters and their managers, effectiveness levels increased an average of 30 percent. Most telecommuters also improve their organizational skills. This improvement is directly related to the increased responsibility and autonomy that comes with the new work arrangement.
Perception: Telecommuting is always expensive.
Reality: Telecommuting is a business solution designed to increase productivity and flexibility and to improve the bottom line. Sometimes this requires a significant investment, but some programs have been instituted at little or no cost. Some telecommuters work at home reading reports or working with a pen and pencil. Lots of other telecommuters work on their personal computers; employers pay only phone expenses. United Airlines, for example, instituted its telecommuting program at no cost to the company. Look for details on this in the case studies section later in this chapter.
Telecommuting can work in a number of ways, some of which do not require a significant investment. Even if your company does decide to provide technology, telecommuting does not require a personal computer on every home office desk and an extra phone line for each telecommuter. Many telecommuters share laptops with other employees to keep costs down.