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Transmittal MemorandumTORachel Smith, Human Resource Direct.docxturveycharlyn
Transmittal Memorandum
TO:
Rachel Smith, Human Resource Director
FROM:
Business Development Manager
DATE:
December 18, 2015
SUBJECT
Implementing a telecommuting policy
The Business Development department has noticed that Platinum Company lacks a telecommuting policy. Some employees have complained about the lack of such a policy, given that our organization has locations all over the world. They say that reporting to a main location is not necessary for them to do their work.
Telecommuting is the practice of working outside a company’s primary business location, either at home or another remote location. This policy has been a practice exercised by many businesses for more than 20 years, both in United States and abroad. The Internet, faxes, phones, webcams, and instant messaging are some of the tools required for this practice. This ideal business practice may suit for any modern business including ours. The benefits this policy would bring to the workplace include
• Cost and time efficient for both companies and employees
• Flexible work-hours for telecommuters
• Increased productivity
• Working offsite
• Worldwide recruitment
Along with the benefits, there are a few potential problems that might affect this business practice. There are certain risks that businesses must take into consideration before developing a telecommuting policy in the workplace. These risks include
• Fraud or hacking
• Employee isolation from the social bonds of the office or from management
• Reduction of face-to-face interaction with other employees and management
• Connectivity issues
To implement a successful telecommuting policy the business must put in place greater filters and spam protectors to avoid being hacked, obtain advanced technology to support teleworkers, invest in training for potential teleworkers, and structure monitoring prior to implementing a telecommuting practice.
My research shows that telecommuting could make Platinum Company more competitive in the business world. The benefits of implementing this policy allow companies to work from multiple locations worldwide and keep their customers in contact with the teleworkers at any place and time. In addition, employees can accomplish their jobs from their homes. Developing a telecommuting policy at Platinum Company would help the business, employees, and customers. We hope you will take this policy into consideration. Thank you for your time.
Table of Contents
Transmittal Memorandum...........……………………………...……………………… ii
Executive Summary…..……......………………………………………………………. iv
1.0 Introduction
1
1.1 Topic Investigation
1
1.2 Objectives
1
2.0 Findings and Discussion
1
2.1 Definition and History of Telecommuting
1
2.2 Benefits of Telecommuting
2
2.3 Potential Pitfalls of Telecommuting
2
2.4 Requirements of Telecommuting
3
2.4.1 Connectivity and Accessibility
3
2.4.2 Data Sharing
3
2.4.3 Communication
3
3.0 Implementing Telecommuting Policy
3
3.1 Eligibility
4
3.2 Management Respon ...
Bushel is a cloud-based Mobile Device Management (MDM) solution for the Mac, iPhone, iPad, and iPod devices in your workplace. Designed to make the complex tasks simple so you can focus on business.
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Part of a series exploring enterprise IT decision makers.
This presentation explores: Who are they? What are they responsible for? Who should be talking to them? What do they want to talk about?
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Presented by Megan Peitz, Founder & Abby Lerner, Director, Numerious Inc. at the NewMR Quantitative Research in 2021 event.
In the U.S. today, a return to the physical workplace may be close on the horizon for millions of workers. However, the ubiquitous question for employees and employers is now: what will going back to work look like? What safety and social distancing measures will be in place to keep everyone safe, and how will companies determine the mechanics of a return to the office?
Marketing research techniques can help companies do a better job at making these difficult and costly decisions by having their employees make the trade-offs. In particular, choice-based conjoint can help us understand which aspects of a return to the workplace are most important, and better yet, if we should have multiple engagement models or if there is a one-size fits all approach.
Join us for a case study on leveraging conjoint analysis to help companies optimize their post-Covid office strategy.
Access the recording of this presentation via NewMR.org.
Part of a series exploring enterprise IT decision makers.
This presentation explores: Who are they? What are they responsible for? Who should be talking to them? What do they want to talk about?
Explore this "How to" guide to find out how you can evaluate a flexible working environment in your company and how this can benefit your business, from cost savings to a happier workforce - it's all in this guide!
Transmittal MemorandumTORachel Smith, Human Resource Direct.docxturveycharlyn
Transmittal Memorandum
TO:
Rachel Smith, Human Resource Director
FROM:
Business Development Manager
DATE:
December 18, 2015
SUBJECT
Implementing a telecommuting policy
The Business Development department has noticed that Platinum Company lacks a telecommuting policy. Some employees have complained about the lack of such a policy, given that our organization has locations all over the world. They say that reporting to a main location is not necessary for them to do their work.
Telecommuting is the practice of working outside a company’s primary business location, either at home or another remote location. This policy has been a practice exercised by many businesses for more than 20 years, both in United States and abroad. The Internet, faxes, phones, webcams, and instant messaging are some of the tools required for this practice. This ideal business practice may suit for any modern business including ours. The benefits this policy would bring to the workplace include
• Cost and time efficient for both companies and employees
• Flexible work-hours for telecommuters
• Increased productivity
• Working offsite
• Worldwide recruitment
Along with the benefits, there are a few potential problems that might affect this business practice. There are certain risks that businesses must take into consideration before developing a telecommuting policy in the workplace. These risks include
• Fraud or hacking
• Employee isolation from the social bonds of the office or from management
• Reduction of face-to-face interaction with other employees and management
• Connectivity issues
To implement a successful telecommuting policy the business must put in place greater filters and spam protectors to avoid being hacked, obtain advanced technology to support teleworkers, invest in training for potential teleworkers, and structure monitoring prior to implementing a telecommuting practice.
My research shows that telecommuting could make Platinum Company more competitive in the business world. The benefits of implementing this policy allow companies to work from multiple locations worldwide and keep their customers in contact with the teleworkers at any place and time. In addition, employees can accomplish their jobs from their homes. Developing a telecommuting policy at Platinum Company would help the business, employees, and customers. We hope you will take this policy into consideration. Thank you for your time.
Table of Contents
Transmittal Memorandum...........……………………………...……………………… ii
Executive Summary…..……......………………………………………………………. iv
1.0 Introduction
1
1.1 Topic Investigation
1
1.2 Objectives
1
2.0 Findings and Discussion
1
2.1 Definition and History of Telecommuting
1
2.2 Benefits of Telecommuting
2
2.3 Potential Pitfalls of Telecommuting
2
2.4 Requirements of Telecommuting
3
2.4.1 Connectivity and Accessibility
3
2.4.2 Data Sharing
3
2.4.3 Communication
3
3.0 Implementing Telecommuting Policy
3
3.1 Eligibility
4
3.2 Management Respon ...
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Read the full blog here: https://bit.ly/3s9S0O3
Connect with us through:
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https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
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1. The Realities of Implementing a Remote Workforce
OVERVIEW
The COVID-19 pandemic is causing many businesses to rethink how their employees work. Across
the country, companies large and small have already stated that they will immediately implement a
work-from-home policy for their employees.
While that attitude is laudable, the reality is that converting a workforce from a traditional 9-to-5 in-
office model to a remote workforce is not as simple as it sounds, especially if it is being done on the
fly without any advance planning.
For remote workers to be able to work effectively and be productive there are numerous checks and
balances that need to be put in place in order to effectively safeguard the security of not only the
business, the network and data, but the employees as well.
IMPLEMENTING A REMOTE WORKFORCE
In the current situation, employers are already encouraging their employees to stay and work from
home. Employers may have heard of all the benefits that will accrue, both to the employee and the
employer, so from their perspective it is a win-win scenario. Benefits such as improved productivity,
reduced absenteeism, improved employee retention and better work-life balance all make it sound as
if having a remote workforce is the key to business success.
Unfortunately, the reality of implementing a remote workforce may not align with those beliefs, at least
not initially. While those benefits may ultimately result, the truth is that in the short term, and
especially in the situation that businesses are facing today, there may be more decreases in
2. productivity, more short-term increases in expenses, more layoffs, and more headcount and resource
shortfalls than previously experienced. This is because working remotely is not for everyone.
Employees who have never worked remotely often view that as something they’d like to do, but once
they begin, they find that the reality is often quite different. Remote workers must be self-managed,
self-driven and self-directed. They must be able to make their own decisions without having a
supervisor telling them what to do. They must be able to provide their own tech support. In short, they
must be totally and completely self-sufficient. For the employees who are comfortable in that type of
situation, working remotely is ideal. For those who are not, working remotely can be a nightmare.
Because of those differences, and to provide employers with an idea of just what is involved in
effectively deploying and managing a remote workforce, here are just a few of the items that
businesses must consider:
EMPLOYER CONCERNS
GENERAL
The guidelines and expectations for remote employees must be defined and clearly
communicated to all remote employees
All necessary policies and procedures to support and manage a remote workforce must be in
place
o This includes Accounting, Training, HR, Marketing, Payroll, Purchasing, IT, Tech support,
Productivity Tracking, Sales, Taxes, etc.
The employer must ensure all employees know how to use the appropriate tools to properly
record and report their remote activity, in what format, and how often
The employer must decide if all roles will done remotely, or will some still have to come into the
office
How do you manage a distributed workforce across multiple time zones and/or multiple
geographies
How will you deal with confidential data and information that remote employees may need to
access
Does business-critical data and information need to be scanned and digitized for remote access
Will onsite facility access by available if required
How will switchboard calls and functions be managed/rerouted
COMMUNICATIONS
There must be a method to communicate updates and changes to remote workers in a timely
manner
What are the communications and reporting protocols that must be followed
o Between the business and the employees
o Between the employees and their managers
o Between management and customers
o Between employees and customers
3. COLLABORATION & MEETINGS
Meetings
o How many and how often will be held
o What format will be used (conference call, video call, webinar)
o Who must attend, who is optional
Collaboration tools
o Is there a corporate standard collaboration tool
o Does everyone have it and know how to use it
EMPLOYEE CONCERNS
TOOLS & EQUIPMENT
Do employees have the necessary equipment, hardware and software needed to work remotely
Equipment may include
o Chair
o Desk
o Table
o Lights
o Power strips
o White boards
o Etc.
Hardware may include
o Desktop or laptop computers
o Monitors
o Docking stations
o Desktop phones
o Cell phones
o Headsets
o Bluetooth earphones
o Printers
o Mouse
o Routers
o Switches
o Projectors
o Video cameras
o Web cam
o Etc.
Software may include
o Whatever office productivity suite your business uses (such as Office365 or G Suite)
o Any proprietary business software your business requires
o Security software (firewall, antivirus, VPN)
o Login credentials
o Authentication software and tokens
o Soft phones (VOIP)
o Video call software
4. o Communications software
o Collaboration tools (such as Webex, Zoom or Slack)
o IM
o Design
o Layout
o CAD/CAM
o CRM
o CMS
o Marketing automation
o Etc.
PURCHASING
Who will order the equipment, hardware and software for the employees
o If the employee must do it, is there a standard setup to order
o Is there one SKU for the entire standard package, or does each component need to be
ordered separately
Is there one supplier to contact or are there multiple suppliers to choose from
Will all equipment, hardware, software be delivered to the employee or will the employee need to
pick it up
Is there a corporate account employees can use to pay for it, or do they order it themselves and
are reimbursed
o If they are reimbursed, are the processes and procedures in place to deal with that
Who will install, set up and maintain all equipment, hardware and software for the employees
o Working from home means being able to be self-sufficient to a large degree, but many
people have never done that and do not know how
Who will train the employees how to use the tools and equipment
o If a person has never worked from home, they may not know how to set up, access and
use a VPN, how to log in remotely, etc.
What do employees do when their hardware doesn’t work, they can’t get the software configured,
they can’t connect to the VPN, etc.
IT DEPARTMENT CONCERNS
HEADCOUNT
Are there enough people to support the remote workforce
INFRASTRUCTURE
Are there enough servers to support the remote workforce
Is the network robust enough to maintain the required uptime
Does the network have enough bandwidth
Is there a standard hardware and software package (i.e., a standard image) that all remote
workers must have/use