![]() Can you establish clear links between staff, functions, and time? What function does the job serve? How is the work performed? Thinking through these issues will help identify jobs that can be filled via alternative workplaces.ĥ. Do you have an open culture and proactive managers? The effort won’t succeed unless managers are enthusiastic, knowledgeable, and ready to leave tradition behind.Ĥ. Is your organization industrial or informational? If your structure and systems are designed for face-to-face interaction, the potential for alternative workplaces may be limited.ģ. ![]() Are you committed to new ways of operating? For example, rewarding for results brought in from the alternative workplace rather than effort made in the office?Ģ. How can you sort through the myths and misconceptions to determine if the alternative workplace is right for your organization? Ask yourself these seven questions:ġ. Some managers argue that alternative workplaces hurt employee cohesion, while others say “just give ‘em a laptop and a cell phone, and they’ll be fine.” Others cling to the notion that a company office is still the most productive place to work-water cooler and all. Notable cost savings from alternative-workplace arrangements lead some business decision makers to think that these arrangements are the wave of the future. Like many other business management trends, this one requires careful application. Yet, the alternative workplace is not suitable for every company or every job. Less tangible results, such as increased employee satisfaction that translates to improved attitudes toward customer service, are just as important. ![]() Productivity gains are another compelling benefit: in a study of one well-managed office, conversation and other office norms distracted people from work an average 70 minutes in an eight-hour day. Army are saving a bundle in real-estate and infrastructure costs by having workers work from home-even with the added cost of providing these employees computers, software, tech support, etc.
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