Teleworking During COVID-19

Teleworking, described as the use of information and communications technologies (ICT) to perform work outside of the traditional office setting, has become increasing popular globally, as employers ensure business continuity during the coronavirus (COVID-19) pandemic.

In Jamaica, this is no different, as the Government and several private sector entities have implemented work-from-home policies, as part of measures to contain the spread of the virus.

Teleworking expert, Jon Messenger, says that before the pandemic, only a relatively small portion of the global workforce was operating from home or another location outside the employers’ premises, and this was mostly on a part-time or occasional basis.

He notes that in most cases, teleworking would have been introduced as a temporary, short-term solution to allow organisations to continue operations and preserve jobs.

However, he says that over the last year, due to COVID-19, this short-term solution has become increasing popular and looks like it could continue beyond the pandemic.

“Although some workers in some countries are beginning to return to the office, many others are continuing to telework full-time for the foreseeable future. As a result, we are now engaged in an unprecedented, large-scale experiment in mass teleworking, and it seems likely that this expanded use of telework will not end with the pandemic,” he says.

Mr. Messenger, in providing some practical recommendations for effective teleworking, during a Jamaica Productivity Centre (JPC) forum recently, points out that for the arrangement to be successful, it must be beneficial for both workers and employers.

He says that there must be clear agreement between the parties about the conditions for teleworking arrangements such as the location of work, whether at the home of the employee or elsewhere; the working hours or schedule; the communication tools to be used; the tasks to be accomplished; the supervisory mechanisms; and the arrangements for reporting on the work undertaken.

There must also be clarity regarding the reimbursement of teleworking-related costs; contractual changes; and notification procedures in case of impediments to performing work such as illness.

“Even when employees are teleworking, key aspects of work organisation still have to be respected. For example, the workload, the performance standard, the legal protection must remain the same as employees working at the employers’ premises,” Mr. Messenger points out.

He says that teleworkers have a responsibility to effectively manage their work time so that they can be as efficient and effective as possible, and deliver the best business results for the employer.

“They should be able to organise their work time with their personal needs,” he says, stressing that workers must be able to maintain a work-life balance.

He notes, for example, that workers with dependents requiring care, may need to start working early, work in the evening or break up the work day in small segments.

“There is the risk that teleworkers may end up working longer hours and there is potential for blurring the boundaries between paid work activities and personal life,” he points out.

“This is very challenging because teleworking requires a different way of organising work. Therefore, employers are advised to manage workers based on results, not based on whether they are present, not based on processes but based on the results they achieve,” he points out.

He says studies have shown that the most effective method of managing workers is through managing by results, which includes identifying objectives, tasks and milestones in a teleworking work plan and also monitoring and discussing progress.

Mr. Messenger says that workers must also be allowed the autonomy to organise their work without managers having to constantly check on their progress.

“Managers must be clear about the expected results but also provide timely and descriptive feedback about the work completed,” he notes.

Critical in ensuring the success of teleworking is making sure that workers have access to inadequate ICT tools such as a desktop computer or laptop, reliable Internet connection and web-based apps such a Zoom and Webex.

“Workers should not incur additional costs when working from their homes. Employers need to provide workers with equipment and tools that allow them to work as if they were in their regular workplace,” he says, noting that sub-par equipment and tools lead to a loss of productivity, frustration, and ultimately, disengagement.

“They need the right tools to get the right results,” he emphasises. Mr. Messenger also warns employers against using tools that track and monitor the activities of workers.

“These are intrusive and are not recommended. They cannot increase productivity but rather destroy it. What is needed is continuous dialogue, providing the technology and tools, and to keep working on improvements,” he points out.

As such, he says that communication between the worker and the manager becomes even more important.

He points out that when team members spend more time working apart, the degree of separation and professional isolation increases, and as such, employers are advised to invest extra efforts to ensure that communication is effective and messages are clear.

These should include providing opportunities for workers to connect, by establishing specific communication norms, and setting up a centralised repository for all important changes and updates to internal policies and procedures.

Mr. Messenger, who is also Team leader in the Conditions of Work and Equality Department, International Labour Organization (ILO), says the workers’ well-being must be taken into consideration even while they work remotely.

He says that as is the case in the regular workplace, employers are responsible for protecting the health and safety of teleworkers.

He indicates that full-time teleworking during the pandemic is provoking higher levels of Occupational Safety and Health (OSH) issues such as techno-stress and technology addiction and overload, which increases fatigue, irritability and an inability to switch off from work and rest properly.

Mr. Messenger contends that for both workers and their managers, this new situation requires reassessing old working habits and learning new skills to manage the situation better.

He says that workers must be well-equipped to perform effectively when teleworking regularly and managers must be capable of effectively managing a remote team using a results-based approach.

Mr. Messenger says that in the final analysis “trust” is the glue that holds all the aspects of teleworking together.

“Managers, teleworkers, and their colleagues need to trust each other. Teleworking cannot be effective without it. Workers need to feel empowered to make decisions without fearing negative repercussions. One of the fastest ways to build trust is for supervisors to be very clear about what is expected and involving workers in the discussion of goals and objectives,” he notes.