MIT Sloan Management Review

Human Resource Management and Industrial Relations

Set Up Remote Workers to Thrive

By Jay Mulki, Fleura Bardhi, Felicia Lassk and Jayne Nanavaty-Dahl

September 25, 2009

As increasing numbers of employees work remotely, companies need to find effective ways to manage internal communication and social interaction, and also to provide these employees with opportunities to become more visible.

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During the last decade, virtual work — professionals working remotely from home, from client locations or simply from the road — has become increasingly prevalent. Some Fortune 500 companies, including Procter & Gamble, IBM, Accenture and AT&T, have already partially or fully eliminated traditional offices.1 As much as 10% of today’s work force telecommutes from home — more than triple the level of 2000. In addition, as companies trim staff positions in areas such as information technology, accounting and public relations, they are relying more heavily on freelance workers.2 Telecommuting and remote work arrangements will accelerate in the coming decades in response to the ongoing globalization of work, ever-increasing customer demands and the cost and time of commuting.

The Leading Question
How can managers maximize the chances that their remote employees will succeed and provide benefits for the company?
Findings
  • Managers need to help employees prioritize their work and find the right work-life balance.
  • To reduce remote workers’ feelings of isolation, managers should promote face-to-face interactions with colleagues.
  • Managers should be accessible and look for ways to provide visibility for remote employees within the organization.

Virtual work arrangements appeal to both corporations and employees based on the economics and the personal flexibility and autonomy they offer. Flexible work has enabled corporations to hire and retain employees who value the ability... To read the complete article, login or sign-up using the form below.

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