For some reason the past month has generated numerous reports on the penetration of telework in North America.
The first statistic of the month came from management consultants A.T. Kearney Ltd. of Toronto who were quoted in the April 10th Globe and Mail as saying "non-traditional work arrangements have made limited inroads into the modern corporation, even though office technology advances theoretically make it easier to work at home."
Jeff Gilchrist of A.T. Kearney explains that the problem is due to limited availability of inexpensive and easy-to-use mobility tools (video conferencing and high speed communication between remote and host computers). Kearney polled 412 senior Canadian executives and found that only 7 per cent reported regular use of non-traditional work arrangements. Three-quarters of those polled (primarily chief executive officers and presidents) reported that "their firms only made use of such arrangements in a minor way or not at all."
Gilchrist did suggest that "it will take several more years for companies and the people who work for them to fully embrace non-traditional alternatives."
Not to be out-done the Kearney study was quickly followed by the release of KPMG's 1997 Telecommuting Survey which confirms that "telecommuting is an increasing but still relatively limited practice in Canada." KPMG surveyed 2,025 Canadian companies and found only 4.5% who employ a certain number of telecommuters at any given time.
KPMG expects the trend to rise in the next three years, particularly among financial services and professional services firms. The KPMG seemed to focus in on how telecommuting was particularly appropriate for Gen-Xers. Joan Harrison of KPMG explained in the March 27th Vancouver Sun that "they [Gen-Xers] dislike routine, are unimpressed by titles or trappings and enjoy setting their own agenda." This may be the case but one wonders if the implementation of telework is not more driven by the actual job being performed and the middle management attitude to telework rather than the age category of the employee.
In fact I would like to suggest that we are getting off the track with these surveys. I agree with the basic conclusion that the telework trend is being adopted at a very slow pace but I don't think it is a problem of employees not wanting to do it or the lack of technology. The biggest barrier to growth of telework is the inability of organizations to consider solutions outside of the traditional definition of how and where we work. This fundamental obstacle is blocking any broad-scale implementation of non-traditional working arrangements.
The other challenge is desire to be a follower and not a leader. Many executives have allowed scattered, adhoc implementation of telework and other non-traditional arrangements as a way of showing that they are forward-thinking, recognizing the true potential of these arrangements. At the same time, many of the senior decision-makers are uncomfortable with changing the fundamental foundation of how employees work.
Organizations that have successfully implemented telework on a broad scale tend to be those organizations that are truly trying to re-invent themselves. They have created a future vision which is more flexible and productive both for the organization and the employees. These organizations are not lining up to find out who is implementing telework to determine if they should finally "bite the bullet" and follow suit. These leading-edge organizations are creating the new world of work themselves.
I applaud those organizations that have the foresight to tackle our traditional definitions of work. These organizations are still struggling with technology that isn't quite there yet but they are at least establishing a new corporate culture - typically one of adaptability and change. These organizations will be able to move much quicker and easier into the new way of working when the technology catches up.
For those organizations that are still watching the statistics, a word of warning. If you drive your organization through the "rear-view" mirror you might miss a golden opportunity to transform your organization into the type of dynamic, flexible and adaptable organization which will be crucial to success in the future.
CONTACT:
Ken Robertson
KLR Consulting
Phone: (604) 294-2292
e-mail: ken.robertson@klr.com
NOTE: Telework International will not be published over the summer months. We will return in late August with our September/October issue.
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