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Recent articles in such publications as The Wall Street Journal have described the benefits and challenges of teleworking. Although the phenomenon is still too new for us to assess its long-term effects, many organizations have reported noticeable increases in productivity and worker satisfaction, not to mention decreased overhead costs (employees who work at home don't need permanent on-site offices).
Before continuing, let me explain that I use the word "teleworking" instead of "telecommuting" because it provides a more accurate description; we want to place emphasis on the work, not the travel.
How can you get the maximum advantage from this sort of work arrangement? And what has to happen within an organization to make teleworking effective?
THE THREE RS
According to John Curran, business systems analyst at the management consulting firm of Saltzer, Sutton, and Endicott, companies can achieve the most productivity from teleworking by following the "three Rs":
THE RIGHT REASONS. As quoted in Teleprofessional, Paul Rupert of consulting firm Rodger Associates explains that "the fundamental problem...is that [teleworking] is viewed as an accommodation and a benefit" instead of a business strategy to increase productivity. Among the reasons businesses should implement teleworking: increased productivity; reduced need for office space;...