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Telework Makes for High Performing Workplaces

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This research project assessed commuters experiences and perceptions on commuting, teleworking and employers readiness to provide telework. It makes a comparison between teleworker experiences and non-teleworker perceptions, and telework and high performing workplace variables. Both have one thing in common: a trusting workplace culture.

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Telework Makes for High Performing Workplaces

  1. 1. Claudia Perry-Beltrame MBA (Dist) Bcom (Mark, ECom) (Dist)
  2. 2.  Industry 76.4% from seven industries:  Financial and insurance services;  Information, media and telecommunications;  Public administration and safety; and  Education and training;  Health care and social assistance;  Professional, scientific and technical services;  Administrative and support services  Gender 43% male, 36% female, 21% unspecified  Age: 26% 18-34, 51% 35-54, 13% 55 plus  Position Levels:  39% team members,  16% middle managers,  12% team leaders, and  12% senior executives, senior managers or owners
  3. 3. 0% 10% 20% 30% 40% 50% 60% Money Career Choice Type of Work Interesting Work No work in field Promotion opportunities
  4. 4. 0% 10% 20% 30% 40% 50% 60% 70% 80% Getting enough rest is difficult Getting sufficient sleep is difficult Having enough time for my friends Staying physically healthy is difficult Managing my work/life balance is a challenge Having enough time for to do what I want to Having time to exercise Having enough time for my family
  5. 5. Australian Dollars (AU$) spent per day per commuter
  6. 6. million AU$ spent annually by 20,000 commuters commuting daily
  7. 7.  Not all jobs are suitable for telework say 20% of respondents  My tasks are suitable for 1 day or more say 58%  Not all commuters want to telework say 16%  Best jobs are knowledge-based and clerical work  Not all people are suitable for telework  Telework requires technical competence, trustworthiness and a self- authoring mindset
  8. 8.  Productivity ◦ Teleworkers  70% say they are more productive  66% have less distractions and  71% less interruptions ◦ Non-teleworkers  48% think teleworking would make them more productive  36% are unsure
  9. 9. Teleworkers experiences with Teleworking Strongly Agree Slightly Agree Neither Slightly Disagree Strongly Disagree Bureaucratic process to telework is difficult 10% 14% 23% 22% 31% Access to equipment is an issue 14% 22% 11% 19% 33% Attitudes by management and colleagues are positive 23% 35% 21% 11% 10% Career prospects are hindered 9% 26% 25% 26% 14% Social Aspects are important 48% 38% 5% 7% 2% Non-Teleworkers perceptions of Teleworking Strongly Agree Slightly Agree Neither Slightly Disagree Strongly Disagree Bureaucratic processes to telework is difficult 27% 12% 25% 8% 11% Access to equipment is an issue 19% 19% 24% 20% 18% Attitudes by management and colleagues are positive 14% 21% 35% 16% 13% Career prospects are hindered 21% 28% 32% 9% 10% Social Aspects are important 31% 30% 24% 8% 7%
  10. 10.  Less than half of the respondents say their employer has the following in place 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Technological capabilities to support IT issues Trusting workplace environment Performance management process based on results Transparent performance management process Managerial capabilities to support virtual work Policy on teleworking Fair process for approving telework % non-teleworkers % teleworkers
  11. 11. Boedker et al. (2011) Leadership, Culture and Management Practices of High Performing Workplaces in Australia: High Performing Workplaces Index, Society for Knowledge Economies, University of NSW 18 Variables show difference between high (blue) and low (red) performing workplaces. 10 variables correlate with telework implementation (pink). 4 variables have a large impact (dark pink).
  12. 12. Telework High Performing Workplaces Index Management Capabilities & Trusting Work Environment People Management Employee Commitment Job Satisfaction Authentic Leadership Staff Turnover Fair process People Management Employee Commitment Job Satisfaction Distributed Fairness Procedural Fairness Emotions – feeling valued Performance Management – transparency and outcomes based People Management Employee Commitment Job Satisfaction Distributed Fairness Emotions – feeling valued, proud, optimistic Career Prospects Employee Commitment Job Satisfaction Distributed Fairness Learning and Development Emotions – motivation, feeling valued Social Aspects of Work Employee Commitment Emotions – positive interactions with colleagues and supervisors, feeling proud to work there
  13. 13. The full project report titled Commuting - A thing of the Past? is available at Cultural Inspirations For information on change management and workplace culture transformations contact us on: Phone: 02-8005 7240 Mobile: 0439 45 7240 Email: claudia@culturalinspirations.com.au Website: www.culturalinspirations.com.au LinkedIn: http://au.linkedin.com/in/claudiaperrybeltrame

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