Virtual Workplace Analysis

Chapter 2 in the textbook talks about the twenty-first century workforce and more specifically the people who do the work. This concept applies very well to my current workplace. My current workplace is a consulting practice that focuses on information management in healthcare. Related to the nature of the business, the firm is highly focused on enabling technologies not only for the clients we serve but also for the internal operations of the company.

The company prides itself on having a virtual office. Each consultant works out of their home but is connected to the company and co-workers through a virtual private network (VPN). A number of other electronic tools are used to complete work and to communicate including Blackberries, SharePoint, internal website, etc. In addition consultants often work remotely for clients using technologies such as teleconferencing, videoconferencing and web conferencing. Clients often set-up consultants with access into their networks to allow staff access to required information or to perform work related to hospital software programs. This speaks loudly to the concept of telecommuting.
Having a virtual office also supports a growing company with staff located coast to coast.
Currently staff are located in Southern Ontario, Eastern Canada, Western Canada and Mexico. A large product line within the company offerings is strategic and tactical planning. This works lends itself to a team approach, using the depth of knowledge and skill of a number of staff. The current technology used to support the virtual office, provides these teams with the ability to be highly functioning teams without meeting face to face. With having consultants and clients in many areas across the country, flexible work hours are often necessary to meet the demands and deliverables. Having a virtual office and the enabling technologies also allows for
this.

The company supports pay for performance, allowing staff to stretch into new roles or exciting opportunities on top of their regular work. Salary is based on a target number of billable hours to a client. If an employee decides to stretch because they are looking for a way to enhance their skill set or an exciting new challenge, they are paid an hourly rate for every hour above their targeted billable hours. The company supports employees to stretch and learn and ensures that there is appropriate recognition and pay to go along with it.

Finally the concept of empowerment and broader jobs is supported by company communication and access to company documentation regarding targets and corporate goals. At a staff retreat each year, company goals are discussed and updated with input from all staff. Staff can monitor progress towards those goals through various electronic tools and they have the ability to see their individual contribution towards the measured indicators and targets. This empowers staff to strive towards corporate goals.