Growing trend of remote computing presents sets of psychological problems<\/p>\n
The Jakarta Post, Jakarta<\/p>\n
Through the use of modems, laptop computers and other high
\ntechnology, it is possible for workers to perform most of their
\ntasks electronically without having a traditional office.<\/p>\n
This includes communicating with coworkers via e-mail, fax or
\nvideo conferencing, and even sharing files with their colleagues
\nso members of a work team can coordinate their efforts and share
\nthoughts together.<\/p>\n
There are now Internet products that enable people in remote
\nenvironments to meet and communicate as a group in cyberspace.<\/p>\n
Remote computing is very suitable for workers in Jakarta where
\ntraffic problems can mean they need to spend one hour to two
\nhours a day to reach their office. Especially during the rainy
\nseason (when floods often occur and hamper transportation),
\nremote computing becomes more compelling. In short, remote
\ncomputing will eliminate commuting to the office since many
\npeople will be able to work from home.<\/p>\n
The other benefit is that remote computing or telecommuting
\nwill enable a company to significantly reduce its costs as the
\nrequirement for office space and for other office facilities will
\ndiminish.<\/p>\n
However, despite the advantages, the rising trend toward the
\nvirtual office and the remote computing environment can be very
\nproblematic.<\/p>\n
\"As a result, long-term planning for human resources issues
\nmust address several areas over the short-term to be able to deal
\neffectively with this inevitable trend,\" president of the United
\nStates-based consulting company, Groups Plus Wilton Conn Thomas
\nL. Greenbaum writes in his article on potential disasters from
\nthe virtual office for quality employee output.<\/p>\n
There are four areas that where care is needed, to Greenbaum
\nadvises in his article posted at his company's website
\nwww.groupsplus.com. They include;<\/p>\n
* The need for socializing. Employers must provide some form
\nof socializing for the work force operating in a remote
\nenvironment. While there clearly are some people who are very
\ncomfortable working alone in a remote office or at home, most
\nhuman being are gregarious animals who need some type of
\ncompanionship to maintain their morale and motivation.<\/p>\n
* Motivation for productivity: Employers must also devise
\napproaches to motivate employees in a remote environment to be at
\nleast as productive as they would be in a traditional office.<\/p>\n
* Distractions: In a remote office or even worse, in a home
\nenvironment, the structure of the main location is not in place
\nand it is very easy for the worker to be distracted by external
\nfactors.<\/p>\n
* Communication: Efficient ways to share ideas on a timely
\nbasis among employees or between the employee and the supervisor
\nare needed so that the quality of the work output is consistent
\nwith the needs of the organization.
\nAccording to Greenbaum, a whole new approach is needed for
\nmanaging employees in a virtual environment, in order to leverage
\nthe benefits associated with remote computing without having them
\nerase the potential negative aspects.<\/p>\n
With this in mind, he suggests several actions that need to be
\nconsidered by human resource professionals over the short term to
\ndeal with this situation. They include;<\/p>\n
* Test employees first: Companies should develop psychological
\ntesting programs aimed at determining the profile or the type of
\nperson who can work effectively in a remote environment. This
\nwould enable them to screen out the people who would not be
\nsuccessful under such an arrangement, keeping them in the main
\noffice where they could continue to produce in their position.<\/p>\n
* Transition them over time: Organizations should adopt
\nprocedures whereby employees who will be working in a remote
\nenvironment are transitioned into this type of work situation
\nover an extended period of time. They might begin with one day
\nper week for the first month, then add a day every other month so
\nthat it would take 6 months to 8 months to get them into a fully-
\nautonomous remote environment.<\/p>\n
* Allow some of both: By providing a new type of office
\narrangement in which people could work part-time in a remote
\nenvironment, companies would allow them to have the best of both
\nworlds. This would probably eliminate the concept of the personal
\noffice (or work space), with employees being assigned an office
\non those days they would be at the main facility.<\/p>\n
* Train managers: Develop policies and procedures to enable
\nsupervisors to effectively manage workers in a remote
\nenvironment. These would address issues such as training and
\ndevelopment, motivation, monitoring and managing productivity and
\nmaintaining high levels of morale in the remote work force.<\/p>",
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