57% of companies allow remote work, but only 30% have it established as a human resources policy. The rest, allows the home office informally.
The data corresponds to the 2018 benefits survey of the Mercer consultancy, of which 210 companies participated. Also in the May survey of the Hucap consultancy, among 121 companies, 49% mentioned having at least some form of telework implementation for specific personnel.
Among the benefits of this work modality, the companies consulted pointed out that it improves the quality of working life because it favors a lower stress load. Secondly, mention is made of the savings in transportation, travel time, clothing and food that involves working from home, at least some day in the week.
Experience shows that the presence instances can not be omitted, which is why teleworking has a history of back and forth. Some flagship companies, such as IBM or Yahoo, were able to backtrack to home office policies for their employees to return to the offices.
However, working one day of the week outside the office is an extended aspiration among younger generations, concerned about the balance between work and personal life. The period of upbringing, for example, is a key vital moment that makes it imperative to have more hours dedicated to care, which are saved from transfers or downtime in the office.
But remote work is not always possible: some positions require physical presence. And in cases where no, an adaptation is necessary not only technological but also, and above all, cultural.
“Teleworking is not a benefit like, for example, the gym. It is another work modality that must be organized in a different way, “says Fabio Boggino, founder of Jobing, a consultancy dedicated to the implementation of remote work in companies. “If someone finds it difficult to work face-to-face on a schedule, the more virtual work will cost them for objectives. Some people can not adapt to teleworking. Others do not want to, because the office is the area where they can be more productive, “he says.
Another key point is that there must be leaders able to supervise remote work. “The model of virtual leadership by objectives is much more difficult than the face-to-face model. It implies, above all, a relationship of trust, “observes Boggino.
At the headquarters of Camuzzi, the gas distributor, they are implementing a pilot test to incorporate remote work. Almost all the areas of this headquarters are “teleworkers”, since they have neither attention to the public nor street workers.
“The implementation is based on two central points: meritocracy and trust between supervisor and teleworker,” says Marcos González Bibiloni, director of Human Resources. To choose the 40 employees participating in the pilot test, working one day a week from home, they took into account performance evaluations. Those who participate are equipped with laptops and cell phones and ART covers home work. “Merit is the reason why one has the right to telecommute,” says González Bibiloni. The teleworking modality “is reversible: we sign an agreement with each teleworker that conforms to internal regulations,” says the executive.
Also at SancorSalud they started a pilot test. In fact, the company already had informally teleworkers, as a consequence of some specific needs: “Our central house is in Sunchales and many times our employees travel. We need that when they travel they can be calm and balance work and family life, “says Mauro Storero, manager of HR. In addition,” 64% of the endowment are women, many with children of different ages, with related problems to the familiar, so we informally resorted to teleworking “.
The implementation of a formal policy required “a process of awareness at the organizational level,” he says. What type of employee is the one who can best adapt to teleworking? He who has the capacity for autonomous work, proactivity and capacity for innovation, lists the executive.