Human Resources

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In addition to the employee’s basic needs for a virtual office to exist, the organization must also ensure his or her safety, company property and information to remain protected and to strictly adhere to all employee related laws and regulation (Human Resources, 2006). An agreement should also be enacted to ensure mutual understanding of terms and conditions of a virtual office (Human Resources, 2006). (4) Setting goals for virtual office candidates

To ensure that telecommuting is not detrimental to the company’s well-being, it is essential for certain goals to be implemented to ensure that candidates will observe the guidelines and actively work towards maintaining low / no commuting costs. Employees should be furnished with goals to be able to justify telecommunication in the first place. This would include the number of hours that they are required to observe per week, the amount of sales (a target) to accomplished monthly, and perhaps even a costs report of costs that are incurred from working off-physical location (Human Resources, 2006).

Management must find ways to continuously interact with virtual office employees to ensure that results are being met (The Hartford, 2002). (5) Implementing scheduled non-virtual meetings The cost of commuting decrease significantly with the advent of a virtual office and lifestyles will also improve dramatically due to flexible hours and less stress. However, it is important for management to maintain a certain degree of control over telecommuters.

A successful telecommuting programme will require results-oriented management instead of process-oriented management, good planning, and different communication mechanisms (The Hartford, 2002). Our global industry has what it takes to become virtual, but we need to answer how (psychological, cultural, and physiological factors). Management and organizational leaders are required to take into consideration the following factors when setting up a virtual office. It is important that adequate training and guidelines are implemented to allow employees to work conveniently from remote locations without incurring hindrances.

Here are several factors that need to be addressed when setting up a virtual office. (1) Psychological factors Generally employees can be resistance to change, especially if they are too comfortable in the position they are already in. Their reaction can be molded to be a positive one if the concept of telecommuting can be presented in an optimistic light (Bobinski, 2006). Clear communication with employees is the key to moving forward into a virtual realm.

Most employees, upon understanding the benefits of telecommuting will decide that the whole concept has potential to improve their standards of living (The Hartford, 2002). Once the change is implemented however, employees need to realize that working from home still entails the same amount of work as in the office. Discipline is often an issue as working from home can be plagued with distractions, especially for those with younger children. Meeting the required hours at appropriates times can be difficult, especially when multi-tasking.

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