Not a Member? Get access to HR news and resources that you can trust.
Here is how HR can help prevent the missteps that could cost your company big in court.
Is your employee handbook ready for the changing world of work? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
60+ new SHRM Seminar dates in 10 U.S. cities and virtually.
Expand your influence and learn how to become an effective leader -- Join us in Phoenix, AZ, October 2-4, 2017.
Organizations can overcome common roadblocks to working remotely, but it’s important to demonstrate telework success by measuring the return on investment, experts said at the Mobile Workforce Exchange’s fall 2013 town meeting in Washington, D.C.
The Sept. 12th event focused on overcoming challenges to implementing telework in the federal government. Those obstacles, said Rebecca Ayers, Ph.D., manager for performance management solutions in the U.S. Office of Personnel Management, include:
“Despite all these roadblocks, we still have successful programs,” Ayers said. The question is, “How can we demonstrate that we have successful programs? Because when you talk to your management about teleworking, they’ll [bring up] at least five of those [roadblocks].”
Among strategies the panel suggested for measuring ROI:
Panel member Ryan Hendricks, HR consultant in performance management for the U.S. Office of Personnel Management, noted that telework can directly affect an agency’s real estate costs by reducing the amount of office space needed.
One way to measure the ROI of telework in terms of real estate is to estimate costs such as leases, mortgages and real estate taxes based on all employees occupying traditional office space and compare that with the costs of having fewer people onsite.
A similar estimation can be made with utility use, said Megan Arens, consultant in HR strategy for the U.S. Office of Personnel Management. A basic approach, she suggested, is for agencies to compare the energy used before and after telework is implemented.
“The amount of money that we’re saving is really cost avoidance,” observed Bill Powers, senior advisor on business continuity and mobility work programs at the U.S. Department of Homeland Security (DHS). Over time “that can start equating to dollars back to the organization.”
Powers said the DHS is hiring, but it struggles with where to place its employees. Additionally, he pointed out that a shift is occurring in the workplace, with a multigenerational workforce demanding to be able to work remotely.
“Telework has really emerged as a driver of how we can be more engaged and more productive in this budget-neutral and cost-effective day and age we’re in,” he said.
Advocating the use of micro-pilot telework programs, Powers added, “The more pilots and sample data, the better the business case to go mobile will be. He also recommended that employers use results from those pilots to extrapolate the potential impact of telework across their employee population.
Kathy Gurchiek is the associate editor for HR News.
Can a Mobile Workforce Better Serve Citizenry? SHRM Discipline, Technology, September 2013
SHRM Workplace Flexibility Resource Page
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 3,200 companies