Telecommuting has transformed from an ultimate perk to a necessity. Companies are now forced into an uncomfortable territory in employee management. For decades businesses have relied on and supported corporate structures with multi-layer management. Without the corporate structure, would there be such a thing as micro-managers? With the pandemic keeping managers farther away from their subordinates, many companies are thrusting office policies into private homes and closely monitoring employees’ every move while “on the clock.” But is there a better way?
An archaic philosophy leftover from the early days of the industrial revolution is that unmanaged workers perform poorly. This has led to potential overreach from companies, enforcing strict office policies into employees’ homes. But oversight isn’t all it’s cracked up to be. HBR highlights an increase in knowledge of workers’ productivity when they telecommute. Working from home allows better schedule management, increases work satisfaction, and focus when working. Less oversight, it seems, delivers results you can’t get in an office. Companies that quickly understand how to offer independence as a perk will attract better talent from a wider pool of candidates. The business contract becomes more about cooperation between companies and employees and moves away from traditional manager/subordinate relationships.
Whoever attracts the best talent wins. Whoever appreciates the sea change in the business/employee relationship first wins most. BCT understands the needs of the modern employee.