2. Formulate policies that set forth terms, conditions and procedures that telecommuters will find amenable and at the same time beneficial for the organization.
Although teleworking arrangements are regarded by many as a form of talent-retention incentive, they should also clearly convey that the agreement is not a one-sided arrangement. HR managers should keep it in mind that in developing a telecommuting policy, the decision-making criteria observed in managing teleworkers are applicable to both onsite and off-site employees.
Moreover, it is equally important that policies are understood and accepted by employees requesting or applying for jobs that can be performed off-site. Providing the means to maintain work-life balance should also serve the employer’s purposes, which include but are not limited to:
(a) Increasing employee productivity to meet the rising demands of new ventures or customer patronage.
(b) Nurturing creativity as an important tool for coming up with innovations or new products.
(c) Reducing the opportunity lost due to absenteeism and sick leave.
(d) Reducing the costs incurred for unnecessary and unplanned recruitment caused by high rates of employee turnover.
(e) Reducing the overhead costs of floor space, parking requirements and utilities, since the workplace will maintain only a skeleton crew.
(f) Increasing job satisfaction, as this eventually equates to increased consumer approval.
(g) Increasing the organization’s competitiveness by manifesting technological competency, as this enhances the organization’s image in the eyes of customers, potential investors, suppliers, trade creditors, the community and other potential talents.