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Commentary: How you work may never be the same
2020 is not off to the start many of
us expected. Anxiety is high and social
distancing restricts much of what we
rely on. But I have some good news: The
way we work may never be the same.
Recent efforts to fight the spread
of the coronavirus means the number
of people working from home—also
known as “telecommuting” or “remote
work”—has skyrocketed.
This time last year, only about 11% of
employees were telecommuting. Most
people (76% , according to 2019 Atlanta
Regional Commission commute data)
were driving alone to work every day.
Despite advances in technology, the
9-to-5 office “workweek” remains the
same as it was in the 1960s. We haven’t
tapped into the power of virtual con
nectivity on a large scale yet. Until now,
of course.
And while this may feel like a forced
experiment, it is also a tremendous op
portunity. Imagine what could happen
if working from home just one day a
week becomes the new normal.
Of course, not everyone can or will
choose to telework. Service and indus
trial jobs don’t have the luxury. But
everyone who does will benefit both
themselves and everyone else.
People who work from home will
save 168 hours every year. That’s seven
full days every year to spend with fam
ily, work or relax, rather than drive a
car. That change could decrease traffic
deaths and congestion. Lead to reduced
carbon emissions directly and from
less traffic. Save businesses and fami
lies money.
But will companies keep their em
ployees teleworking once this crisis is
over? Yes, though It probably won’t be
for five days a week for weeks at a time.
Many local organizations have al
ready been encouraging telework. Mer
cedes-Benz USA and Cox Enterprises
both use part-time remote work to re
cruit and retain the best people. Howev
er, many companies worry about mak
ing such a big shift in their cultures.
Even experienced managers need train
ing to connect their teams from a dis
tance. The transition to remote work is
not about technology. It’s about leader
ship.
This is why 2020 could change ev
erything. Organizations that were once
slow to change now face a choice: tele
work or shut down. Employees are be
ing trained and IT systems tested. This
isn’t an ideal situation to start telework
ing, though, and it’s been bumpy so far
(more on that in a second). But if things
settle down and people see what’s pos
sible, the workweek could finally step
into a new era.
To telework well, meetings need
clear agendas. Managers need to set
clear expectations. Employees need to
be responsible for their performance.
These are business practice improve
ments companies would love to see
happen regardless of work locations.
Businesses are having growing pains
as they transition to teleworking. It’s
hard to put into place quality, sustain
able systems. But there are a lot of great
resources out there to help you and
your colleagues. Businesses and man
agers must make expectations clear,
and teams must communicate effec
tively. This is a crucible by conference
call.
Take the time to build buy-in, make
this the new normal, and equip manag
ers for success. Hold dedicated training
sessions. Bring in experts. Try things
SPECIAL
Johann Weber is the program
manager for the Perimeter Connects
program of the Perimeter Community
Improvement Districts.
out. Build a formal policy based on
what works for your company. Use vid
eo calls just to let team members catch
up and socialize.
The most important thing for every
one to remember: This is not an opti
mal situation. Be patient with each oth
er. You or your colleagues may be stuck
balancing work and taking care of chil
dren. Everyone is stressed that they
will get sick or a loved one will. A lot of
the ordinary “rules” for good telework
practice are going to be bent or broken.
The hours that people will be available
may change day-to-day.
But if we do this teleworking thing
right, it will improve our jobs and our
quality of life. Less stress. Less pollu
tion. More time with family. Better em
ployee productivity.
The reality of work in 2021 may be
something to celebrate.
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