By David Bator

Modern office technology has given employees the ability to complete assignments from anywhere. Everything from mobile phones and cloud-based servers seems designed to connect remote teams and improve collaboration. As a result, there has been a steady rise in the use of telecommuters and flex scheduling. Organizations are allowing people to work from home or on different schedules as a way to improve engagement and productivity.

“Done right, telecommuting saves money, time and resources for both the company and the employee,” productivity and leadership expert Mary Kelly told Business News Daily. “Telecommuting, even for a few days a week, can be a huge benefit to those employees who demonstrate that they are just as, if not more, effective working from home as they are at work.”

These management strategies can be highly effective if deployed correctly, but if organizations are not careful, they could end up losing control of their staff. Most notably, Yahoo recently canceled its telecommuting program because of problems fostering cooperation among team members. Company culture had become slack and many telecommuters were working without clear direction.

Company culture essential to success
Entrepreneur stated that effectively connecting remote staff members to those in the office depends on having a strong corporate identity. The ability to build common visions and goals helps teams work together more effectively, regardless of where individuals are located. The source pointed to steps that can be used to build the supportive environment that makes telecommuting possible. For instance, companies may want to start by understanding why employees want to work from home. They could be seeking to avoid long, costly commutes or simply need more time to take care of young children. Knowing these factors can help firms design programs that provide benefits to employees, while still enabling departments to meet objectives and deadlines.

Businesses leaders should regularly meet with telecommuters to better understand any challenges that they face, and these interactions also provide opportunities to promote office culture. All employees should feel as though they are part of a group, regardless of where they work. Face-to-face conversations provide the strongest connections, but video conferencing may work effectively as well. Taking action on feedback and survey results can help companies address issues faced by telecommuters. Jon Eggleton, chief marketing officer for Turnstone, told Business New Daily that providing support for telecommuters is essential to employees’ success. Policies should be created to ensure that all employees have the tools they need, not just those in the office.

“While the recent focus has been on remote workers themselves, the truth is that an environment where colleagues in the office every day support their remote brethren is critical,” Eggleton said.

Companies that make a consistent effort to spread corporate culture to every worker will be able to use remote offices and telecommuting effectively. One of the more common strategies concerning telecommuting is using the privilege as a reward for performance. Employees who have shown they can produce at high levels may earn the right to work from home. This encourages them to keep production levels up after they make the switch and helps build a stronger connection to the office. By cultivating a supportive and engaging corporate culture, homes merely become extensions of the office environment.

David Bator is Vice President of Client Strategy for TemboStatus – all-in-one employee engagement software for HR professionals. www.tembostatus.com. Download the Employee Engagement Roadmap to learn how to create a culture of participation, performance and profits.