Intel Case

With the advance of technology, telecommuting and remote work has become immensely popular. Today as many as 3.15 million employees consider home their workplace. The prevalence of remote work suggests that telecommuting programs will continue to spread throughout companies across the globe, and human resource departments have a major responsibility to react appropriately. HR must face the task of managing remote workers’ performance and completing fair evaluations. Combating isolation and retaining the value of “face time” in remote workers will also be a HR challenge. Policy guidance, cost management, and legalities are HR issues to consider as well. Although it is a test for a HR department to execute successfully, telecommuting and remote work programs can bring substantial rewards to a firm if implemented properly. PERFORMANCE MANAGEMENT: industries that have implemented telecommuting programs show averages of 10 to 30% for improved employee effectiveness based on documentations that show remote workers work an extra hour a day and are absent two fewer days a year on average. Clear standards and expectations must be specified so remote workers know how they are expected to perform and what to deliver.Time worked does not equal achieved outcomes, so it is important to emphasize the achievement of results and development of competencies. The timely compilation of these factors can then serve as an effective performance evaluation. Individual evaluations based on the chosen objective output measures should be completed at regular intervals to ensure a remote workers’ continued success in a telecommuting program. Retaining the Value of “Face Time” One of the biggest downsides of telecommuting is that it does not allow for traditional face-to- face interaction between the employer and the employee. Problems can arise from increased isolation, increased iv need for coordination, challenges with communication, and loss of synergy. However, there are overt methods...