Telecommuting or telework is the partial or
total substitution of telecommunications technology for the trip to and from the primary
workplace alongwith the associated changes in policy, organization, management, and work
structure. Simply put, it''s moving the work to the workers, instead of the workers to the
work. Computers, cellulars, faxes, and advanced communication links such as ISDN and
dial-up access have removed the physical barriers that once required workers to be in
their offices. Teleworkers include all levels, from executive positions to data entry
clerks.
A recent survey in the US showed that in
1995 there were 43.2 million Americans working out of their homes, a figure which is going
up by nearly 20 percent every year. As companies seek innovative ways to maintain their
competitive advantage, attract and retain qualified individuals, improve productivity
while enhancing quality of life for all employees, manage limited office space, and
satisfy international and national regulations such as the clean air act, many of them are
recognizing that solutions such as telecommuting could be an excellent business decision.
But, in many instances, the full ramifications of managing and implementing telework
programs are not clearly understood.
Teleworking is a global trend that can be
applied in the Indian context quite successfully. This is especially true with the
continuing development of the national IT/networking infrastructure and the increasing
demand for Indian professionals abroad. However, it must be emphasized that the technology
is not likely to produce immediate increases in the corporate bottomline or a reduction in
traditional modes of transportation. Indian companies can learn from the US experience in
telecommuting. In fact, the United States Department Of Transportation (USDOT) estimates
that telecommuting (in the US) by the year 2002 will reduce the annual total Vehicle Miles
Travelled (VMT) by just 1 percent below the level to be seen if there was no
telecommuting.
There are many internal and external forces
affecting the adoption and implementation of virtual workplaces and teleworking.
External Factors
n Air quality legislation, regulation, and ordinances: In the US, the Clean Air Act
Amendments of 1990 require metropolitan areas in pollution non-attainment areas to
discourage unnecessary auto use, and encourage efficient commuting. President Clinton''s
''Reaching Society''s Goals'' project recommends that Federal Government should make
available flexible quality worklife programs that include programs like telecommuting
because of considerations such as the environment, economics, and quality of life.
n Advancements in communications and
information technologies: The deployment of interactive, functional, and high-bandwidth
communication infrastructure (such as ISDN and fiber optic cables) in homes and rural
areas will allow more telecommuting and other travel practices.
n Extended labor markets: In the US, in
fields where labor is scarce (e.g. software development), companies can tap into pool of
highly qualified individuals around the globe (e.g. India) via telework arrangements at
cheaper cost. The software parks scheme in India is one adaptation of the idea of
''telecenters''-a remote workspace for many telecommuters, diminishing outlay costs and the
inherent isolation with individual telecommuting.
n Employee retention and recruiting: Desire
of employers to retain qualified employees contributes to a more flexible work environment
that accommodates dependent care responsibilities, saves recruiting costs, and provides
alternatives to relocation.,
n Office space cost: Satellite offices can
be located in non-premium areas away from the city. This may provide greater customer
satisfaction if the satellite offices are closer to customer groups. In case of at-home
teleworkers, office space cost is eliminated; but, countervailing expenditures (one-time)
for computer/communication equipment will accrue.
n Managerial/employee relationship: The
attitude of supervisors in terms of their ability and willingness to adapt to the idea of
managing people who are offsite and their satisfaction with the perceived performance
level of work-at-home employees is an important factor. On the other hand, the attitude of
employees suspecting whether managers would really take care of their interests at the
office may become a reason for increased tension.
Telecommuting can be successfully
implemented in Small to Medium-sized Enterprises (SMEs). The cost-effectiveness of using
the Internet makes it feasible for SMEs to work with clients, vendors, suppliers, and
trading partners from around the globe. Using a PC, a modem, and an email account and
operating from your ''home office'', the ''globe'' truly becomes the marketplace.
Whether the company is big or small,
implementing telecommuting can result in a better quality of life for the teleworkers,
potential increase in their productivity given an ideal ''home work'' environment, reduced
costs of operations, increased revenue, and the potential of tapping the global market.
Dr DEEPAK KHAZANCHI