Rethinking Workforce Strategy: The Case for Telecommuting and Decentralization

The Need for Change

In recent discussions with several company leaders I've collaborated with, it became clear that their primary concerns were the safety of their employees and the future of their companies, rather than their current income potential or stock dividends.

One major concern raised was the uncertainty of how their sales force would operate under these conditions. Face-to-face meetings with current and potential clients were cancelled and, for the most part, not rescheduled. However, many clients were comfortable setting up video-conferencing systems to support minimal face-to-face meetings, and most of the "sales calls" proceeded without a hitch. Essentially, a solution was found, and American business continued.

According to one New York company, they would never work in such a tower again, nor would they recruit anyone to do so. They believe the era of American glory through skyscrapers is over, but they must continue their business, only in safer corridors.

Decentralizing the Workforce

The World Trade Center, which I've visited on numerous occasions, housed over 50,000 people. Such an attack not only destroys the lives of thousands more, but it also impacts the economy in one, sharp blow. By decentralizing the workforce, we are not only attempting to save lives, but we are also trying to protect the economy from future blows of this magnitude.

Moreover, a decentralized workforce would support a means of allowing face-to-face client calls within the locale of the individuals. This will reduce flight costs and the time spent travelling as well as enhance the safety of the individual employees.

Of course, this will place added responsibilities on individual employees. In some cases, for example, software developers would have to make customer support calls and essentially become sales people. Perhaps the idea of a jack-of-all-trades might make a comeback and support American business in different ways.

Implementing a Telecommuting Policy

Many companies have dismissed telecommuting, citing loss of production, lack of discipline, and other reasons. However, it is the responsibility of the organizations themselves to implement checks and balances to ensure that the workers are producing as expected, just as occurs within a physical office environment.

In situations where some face-time is required, companies could implement an alternating schedule where individuals in such positions would be in the office a certain number of days per week. Many positions can, however, be performed 100% of the time from home or from a remote office environment.

At this point, companies should evaluate the options available for providing a telecommuting work environment for their employees. This approach can benefit companies by minimizing their required office space as well as keeping hoards of people out of a central location for extended periods of time.

Freestanding Telework Centers

Through a consortium of government and business, freestanding telework centers can be created around the nation to provide a place for workers to go for virtual meetings, to use equipment, and to perform tasks that would otherwise require some type of face-time.

A freestanding telework center is an office suite or building dedicated to supporting workers who "telecommute" to their jobs. The idea behind a freestanding telework center is that it is intended to be private for those companies that subscribe to the service. Additionally, by-the-hour telework centers can provide access to restricted public use for those who perform freelance or other such contract-based work.

The government is currently leading in this direction because government regulations are pushing to cut down on employment-related commuter trips and vehicle miles. To assist us in moving in this direction, consider the following three types of telework centers:

• Satellite Centers: These are generally freestanding telework centers built and operated by a single company for the exclusive use of its own employees.
• Executive Centers: These are generally freestanding telework centers built and operated for profit. The operator opens the telework center and offers its facilities to anyone needing a workspace. Included in this category would be small, neighborhood telework centers, as well as large, centrally located centers.
• Shared Office Sites: These are conventional central offices that employers make available on an exchange basis for the part-time use of workers who live nearby. Shared office programs hold great potential for eliminating commuter trips and vehicle miles. Once in place, these programs can allow employees to work at the closest participating site rather than the one to which they would otherwise have to commute.

The Future of Work

With the world in flux following this devastation, public and governmental organizations are rethinking their strategy worldwide to ensure a safer future for everyone. Perhaps, it is now our turn to rethink our strategy with the workforce.

People are the most valuable asset in any business and businesses are assets to the economy. In both cases, a decentralized workforce, using a solid telecommuting policy, would provide a safer future for individuals, businesses, and the American economy.

May God bless the souls of those who perished and bring peace to the families whose loved ones are missing.