Growing trend of remote computing presents sets of psychological problems
Growing trend of remote computing presents sets of psychological problems
The Jakarta Post, Jakarta
Through the use of modems, laptop computers and other high
technology, it is possible for workers to perform most of their
tasks electronically without having a traditional office.
This includes communicating with coworkers via e-mail, fax or
video conferencing, and even sharing files with their colleagues
so members of a work team can coordinate their efforts and share
thoughts together.
There are now Internet products that enable people in remote
environments to meet and communicate as a group in cyberspace.
Remote computing is very suitable for workers in Jakarta where
traffic problems can mean they need to spend one hour to two
hours a day to reach their office. Especially during the rainy
season (when floods often occur and hamper transportation),
remote computing becomes more compelling. In short, remote
computing will eliminate commuting to the office since many
people will be able to work from home.
The other benefit is that remote computing or telecommuting
will enable a company to significantly reduce its costs as the
requirement for office space and for other office facilities will
diminish.
However, despite the advantages, the rising trend toward the
virtual office and the remote computing environment can be very
problematic.
"As a result, long-term planning for human resources issues
must address several areas over the short-term to be able to deal
effectively with this inevitable trend," president of the United
States-based consulting company, Groups Plus Wilton Conn Thomas
L. Greenbaum writes in his article on potential disasters from
the virtual office for quality employee output.
There are four areas that where care is needed, to Greenbaum
advises in his article posted at his company's website
www.groupsplus.com. They include;
* The need for socializing. Employers must provide some form
of socializing for the work force operating in a remote
environment. While there clearly are some people who are very
comfortable working alone in a remote office or at home, most
human being are gregarious animals who need some type of
companionship to maintain their morale and motivation.
* Motivation for productivity: Employers must also devise
approaches to motivate employees in a remote environment to be at
least as productive as they would be in a traditional office.
* Distractions: In a remote office or even worse, in a home
environment, the structure of the main location is not in place
and it is very easy for the worker to be distracted by external
factors.
* Communication: Efficient ways to share ideas on a timely
basis among employees or between the employee and the supervisor
are needed so that the quality of the work output is consistent
with the needs of the organization.
According to Greenbaum, a whole new approach is needed for
managing employees in a virtual environment, in order to leverage
the benefits associated with remote computing without having them
erase the potential negative aspects.
With this in mind, he suggests several actions that need to be
considered by human resource professionals over the short term to
deal with this situation. They include;
* Test employees first: Companies should develop psychological
testing programs aimed at determining the profile or the type of
person who can work effectively in a remote environment. This
would enable them to screen out the people who would not be
successful under such an arrangement, keeping them in the main
office where they could continue to produce in their position.
* Transition them over time: Organizations should adopt
procedures whereby employees who will be working in a remote
environment are transitioned into this type of work situation
over an extended period of time. They might begin with one day
per week for the first month, then add a day every other month so
that it would take 6 months to 8 months to get them into a fully-
autonomous remote environment.
* Allow some of both: By providing a new type of office
arrangement in which people could work part-time in a remote
environment, companies would allow them to have the best of both
worlds. This would probably eliminate the concept of the personal
office (or work space), with employees being assigned an office
on those days they would be at the main facility.
* Train managers: Develop policies and procedures to enable
supervisors to effectively manage workers in a remote
environment. These would address issues such as training and
development, motivation, monitoring and managing productivity and
maintaining high levels of morale in the remote work force.