Project Description

THINKING REMOTE FIRST

STOP BE TIME BASED AND BECOME RESULT ORIENTED

IT organisations has its own challenges – lack of talents, expensive specialist, new trends and constantly changing technologies, increasing need of work & life balance. To overcome it, more and more companies chooses to offer remote work (later called telework) opportunities for the employees. Xplicity is software development services provider. We work remotely with foreign clients on the daily basis for more than 10 years. Surprisingly Xplicity still noticing that companies who need to think remote first avoids accepting it or at least do not tend to think of it as a near future that you cannot avoid. This kind of mindset can limit opportunities and be harmful for your business.

While working in IT sector you must innovate management process and companies‘ structure all the time. Each organisation is challenged to think of new management solutions and ways how to deal with changing social trends. The companies shape built upon the dedicated teams and global customers network must be agile.

A BIT OF NUMBERS

The past decade has seen the exponential uptake in various forms of teleworking or remote working – so much so that even by the end of 2003 more than 75 % of the Global 2000 (the largest 2,000 companies worldwide) had policies in place to accommodate work-at-home employees (Meta Group, 2004). Other statistics found by the U.S. Department of Labour that 24% of all U.S. workers did some or all their work from home in 2015, compared with 19% who worked from home in 2003. Those in management, business, and financial occupations led all categories of remote workers, with 38% doing some work at home. Those in the “professional and related” category came in next at 35%.

In general, 2015 study from Workplace- Trends.com found that nearly a third of human resources managers spent over $40,000 implementing a flextime program last year, and more than half say they’ll invest more in 2016. Additionally, the DoL suggested that, as more people work in the sharing economy, they’re picking up work that is not typically performed in an office.

Even such units as NASA Solar System Exploration Research Virtual Institute have techniques and practices to empower knowledge of widely spread scientist all over the world as well as support their remote work and collaboration. Still the analysis of telework highlights the gap between the technological potential of information technologies and the evolution of socio-cultural patterns. So why we do not use the potential of technology to improve our daily work practice?

BENEFITS FOR YOUR COMPANY, EMPLOYEE AND SOCIETY

It is scientifically proved that remote work increase productivity. Moreover, it may save money for a company as it allows decision making to take place at different times of a day (no payment for extra hours), remote working and flexible hours can provide the means to interact across different time zones, saving on time spent travelling and temptation to stay working for longer due to ease of access to work. Moreover, remote employees tend to be more autonomous which lets to save management and administration cost. It also allows to save on the office space, facilities. Finally, you can get rid of geographical boarders, save time on search and recruitment and access much wider talent pool. However, you should be careful as those who are highly motivated may over-work and become “addicted” to stay switched on.

When we speak about the benefits for employee most of the studies point out tree aspects: greater job satisfaction, greater work-life balance (home relationships can improve by increased contact), work is less stressful, being ones “own boss” increases a sense of confidence and ability.

Lastly, the benefit for society. An implicit argument is that information technologies will improve the environmental quality of developed countries’ socio-economic systems. That many processes implying the management of physical objects and flows becoming `virtualized’. Moving to informational flows reduce both the use of new resources and the outgoing material flows from systems to the environment (emissions, waste, etc.). Moreover, you can decrease of material input per unit of service, abstractly speaking. An evaluation of the environmental impact of large teleworking programmes could be modeled and it is easy to calculate the number of work trips replaced by telecommuting.

KEY NOTE

In fact, all trends mentioned above draw us to the conclusion that global giants will compete more to take over local talents. That is why small and medium size companies should not be afraid to play the same game. More and more opportunities arise out there to make it happen.