Telecommuting

Abstract:
World-wide technology quickly improved to provide more accessible business modes and communication for telecommuting. Technology has obviously changed how employees perform their jobs and allowed employees to become more efficient. However, many employers do not realize the employment law risks associated with telecommuting. Telecommuting explains the idea of developing, establishing, and maintaining successful off-site business and trading practices through telecommunications. This paper will explain the impact, definition, management and personal prospective, as well as the disadvantages of telecommuting, liabilities, securities, and other factors.
Introduction:
Jack Nilles was the inventor of word Telecommuting and Teleworking in 1973, also known internationally as “the father of telecommuting/teleworking” (Jala.com). Telecommuting is defined as an alternative way of accomplishing work tasks while at the same time providing a variety of benefits to organizations, associates, communities, and the environment. Telecommuting replaces the traditional workplace via telephones, computers, and other telecommunications equipment at outside office locations. The terms "telecommuting" and "teleworking" are used somewhat identical. "Teleworking" is probably a more accurate description of what actually occurs in today’s business, but “telecommuting" continues to be the more often used term. Telecommuting work arrangements have a variety of forms, depending on the needs of employees and employers. Part-time telework (one to two days per week) allows employees to avoid daily commutes to and from a main office, which may or may not be easily accessible. Part-time telecommuting employees include editors and designers who often work as freelancers. Full-time telecommuting associates (four to five days per week) work as "virtual teams" who assemble electronically from a variety of physical locations to solve business problems (ITAC, 2002).
Disadvantage of telecommuting in-terms of Business:
Teleworking has pros and cons in-terms of a business perspective. I would like to discuss the negative side of telecommuting. Today, businesses face many challenges and concerns in regards to telecommuting including: security confidentiality of customer(s) and company information, lack of communication between supervisor and employees, initial expenses can be high, home office safety, lack of control and supervision, loss of promotion opportunities, and lack of connectivity or social interaction with fellow workers or colleagues. Also employee(s) have to meet certain requirements for teleworking. As an employee of a cable industry, I have access to highly confidential customer(s) and company information. All employees have the responsibility for protecting the confidentiality of our business information, and particularly the customers’ information, and disclosure of such information is prohibited by Comcast policy and in some cases, by law. Comcast holds customer privacy in the highest priority. Also as a cable/media operator, the company is subject to one of the strictest federal laws that apply to our business, besides that there are also state and local privacy laws that may apply to our businesses.
Unauthorized collection, disclosure, use or retention of personally identifiable information about customers is prohibited by law. All Comcast employees must follow these guidelines in order to:
• Safeguard the privacy of customers
• Maintain the integrity, confidentiality and availability of Comcast’s Information Assets and Technologies
• Prevent damage or misuse of Information Technology resources
Telecommuting can reduce costs and increase productivity, but it also raises significant security concern. Many employees who work from their home may not have network security as good as what is in their main office or location. If anyone (hacker, thief) knows that telecommuter’s home office is set up in the home all they have to do is steal your laptop/desktop or access your Wi-Fi Security router. Teleworkers are very vulnerable to the loss or theft of devices carrying their company’s data. Another problem is that telecommuters use different types of devices for their work. Telecommuting can create a lack of communication between supervisor and employee. Most of the time employees miss weekly or bi-weekly meetings with their supervisor or manager. Employees who also work from their home have a good chance of losing promotions and opportunities due to proper feedback from their supervisor or manager which may think they are out of sight. Managers often do not recognize the contributions made by teleworkers by way of good performance, reviews, and promotions. Teleworkers are often not provided clear performance goals by their managers, who sometimes mistake useful work with physical presence.
Most companies will not be responsible for any initial set-up costs incurred by the Telecommuters in establishing their environment, nor will it be responsible for any maintenance or upkeep of the site including the electricity needed to heat or cool the space, light it or power the company’s equipment. Some teleworkers complained about social interaction with other employees and regular office meetings (Innovisions Canada, 2002a). A company requires certain criteria for telecommuting and it is not very easy for everyone to become a telecommuter because of: performance standards, no disciplinary action including verbal warnings, demonstrated ability to work independently with little or no supervision, meeting or exceeding performance standards as established by an employee’s work location, proven ability to keep organized files and records, and established productive, safe, ergonomic, and technically feasible work spaces for a telecommuting work space The greatest and most valuable skill in telecommuting is mutual trust between managers and employees (ITAC, 2002). Mutual trust makes for a better and more productive work environment. Managers who like to micromanage are unlikely to succeed in telecommuting. Managers or supervisors need to understand that too many meetings will hamper teleworkers’ from doing their job. To obtain a proper balance between work efficiency and communication it may be hard to achieve a balance. A telemanager or supervisor may not be able to determine when a teleworker needs to be encouraged or disciplined. A supervisor or manager needs to make his/her expectations very clear, management needs to provide frequent feedback, needs to communicate, and needs to listen to telecommuters. Management also needs to help telecommuters stay involved with the company. Depending on the job and duties, there are times when it becomes essential to give a gentle push to get associates to complete required tasks; an effective manager will know when it is appropriate to do so. A manager or supervisor needs proper training on how to manage telecommuters. Telemanagers also need to be willing to accept new ideas and new ways of thinking (ITAC, 2002).

References:
1. http://www.jala.com/jnmbio.php
2. International Telework Association and Council (ITAC). 2002. Telecommuting Aids Companies, Employers. ITAC (Memphis Commercial-Appeal, available through Lexis-Nexis). Available on the World Wide Web at http://www.telcoa.org/. Date visited, March 27, 2002.
3. Innovisions Canada. 2002a. Advantages and disadvantages of telework for teleworkers. Available on the World Wide Web at http://www.ivc.ca/proteleworkers.html. [Delinked 14 August 2012].

References: 1. http://www.jala.com/jnmbio.php 2. International Telework Association and Council (ITAC). 2002. Telecommuting Aids Companies, Employers. ITAC (Memphis Commercial-Appeal, available through Lexis-Nexis). Available on the World Wide Web at http://www.telcoa.org/. Date visited, March 27, 2002. 3. Innovisions Canada. 2002a. Advantages and disadvantages of telework for teleworkers. Available on the World Wide Web at http://www.ivc.ca/proteleworkers.html. [Delinked 14 August 2012].