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Original File Name Searched: Remote Work Best Practices Guide - Sharon Emek - 2016Sep24.pdf | Google It | Yahoo | Bing
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Workplace Flexibility and Remote Work Best Practices
By Sharon Emek, CEO & President, Work At Home Vintage Experts (WAHVE)
Modern technology – secure remote connectivity, the Cloud, collaborative software, VoIP phones, and “Bring Your Own Device” (BYOD) – is disrupting the way we work and providing opportunities for remote out-of-office work. Many managers and employees are already working outside the office using their personal devices, but typically on an ad hoc basis without clearly written remote work best practices. Employers may have implemented security measures to protect their systems and data, but they rarely address the larger trend issue of remote work, also referred to as telecommuting. Remote-work best practices is not just about technology and security; it is also about the needs of people and companies. This guide will discuss the various types of remote-work options and best practices for organizations to implement a successful remote work and work-life fit program.
Technology has transformed every part of our work and life. The 9-to-5 workday has been rapidly disappearing as more employees do some of their job outside the office. According to a recent study done by the Society for Human Resource Management (SHRM), 59% of U.S. employers allow employees to work from locations outside the office. This trend will continue to grow. Some employers still believe that a flexible work arrangement is strictly an employee benefit, but most have recognized that giving employees the ability to work outside the office has made employees more productive and has greatly benefitted the business. It has also led to the blurring of personal and work life and the expectation that we must always be available.
Although BYOD (using personal smart phones, tablets, laptops to work from anywhere) has been effective by making organizations more responsive and efficient, managers still have not overcome their concerns about employees working remotely. Many still believe that they can only manage people if they are physically in the office where they can see them, but research has shown that managing people by sight doesn’t guarantee productivity or quality outcomes. The new prevailing philosophy focuses on results, on meeting goals and completing tasks on time, whether all the work is done in the office, in a combination of in-office and remote work or totally remote.
The new best-practices management approach focuses on outcomes, not suppositions. The emphasis is on flexible work arrangements and on finding and keeping talent, which may mean accommodating diverse physical locations and non-traditional work- life fit arrangements. According to the American Staffing Association’s Workforce Monitor statistics, SHRM and other research, for most employees, work-life balance and schedule flexibility rank higher that pay.
©2016 Sharon Emek, Reproduction without permission prohibited
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