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Four things you need for teleworking-starting with what you can do is the key to success

テ レ In recent years, telework in Japan has been expanding its base under the government's initiative in order to alleviate the congestion of public transportation with the 2020 Tokyo Olympics. Not only as a government-led initiative, but recently the presence or absence of teleworking has had an impact on the outcome of recruitment.

7In July 2019, we published three columns on the theme of "Three misunderstandings of telework that Japanese companies tend to fall into." By eliminating misunderstandings and beliefs about telework, he gave an insight into starting telework.

1st:Misunderstanding that "telework = working at home all day" "telework = zero or 100"

Part 2:Misunderstanding that "telework can be started with tools"

Third:Misunderstanding that "telework is for businessmen in the city center"

Although it was thought that the approach would gradually become full-scale, pneumonia caused by the new coronavirus was expanding. The situation is changing drastically in Japan, as more companies offer recommendations for working from home. In corporate activities, measures must be taken from the viewpoint of a business continuity plan [BCP] to continue important operations even in a crisis situation. I think we should work on telework as soon as possible.

Actually, BCP in a crisis situation like this one is one of the various things such as not only the effectiveness of telework but also the alleviation of congestion, the improvement of productivity and the balance between work and lifestyle. In other words, Japanese companies are seeing an unparalleled "time to start telework when needed".

Although the column states that the idea of ​​“ starting from what you can do '' is important, while working on it, issues such as “ I did not succeed in trying to introduce it '' “ I did not ride the operation of what I introduced '' were highlighted It becomes. In this article, we summarize what we described in the three columns, point out the causes of these issues, including the psychological hurdles, and tell you the points when actually introducing them.

Four Elements Required for Telework

原因 The cause of the failure to introduce telework can be simply stated as “I will try to introduce telework one step at a time”. Many companies have suddenly established a company-wide system or have made it mandatory to use IT tools. In addition to these efforts not achieving the intended effect, in some cases, such as “ I did not want to do telework, '' or “ I did not get used to using the tools, and my work efficiency decreased, '' rather I created a feeling of resistance for on-site employees Some worry that they have gone. The key to solving this problem lies in four elements: culture, institution, tool, and place.

Fostering a “culture” that transforms telework into oneself

文化 The first “culture” is a feeling of air that allows employees themselves to make telework themselves and to do telework with peace of mind. Goto-selfing refers to a situation in which each employee understands "what is teleworked for?", But this time there is an urgent problem of controlling pneumonia caused by the new coronavirus. Is easy to understand even if no. Also important is the idea that the concept of telework varies depending on the position and department.

For example, it is important for sales people to take in as many contacts as possible by incorporating business negotiations through web conferences, to organize as efficiently as possible, and to close deals. Managers, on the other hand, are encouraged to make time for important business talks and meetings, such as turning a routine meeting into a web meeting, to speed up decision-making. Rather than start teleworking in the same way throughout the company, consider the divisions, positions, and what each individual will do for telework in the light of their own work, and be conscious of incorporating telework where possible. Is the first step.

In addition, it is necessary for management to take the initiative in performing teleworking in order to foster a feeling of being able to telework with peace of mind. No matter how much the systems and tools described below are available, telework is hard to take root in a company where management comes to work every morning.

The key to creating a system is thorough evaluation of results

た ら Once the culture has been fostered, the next step is to formulate a system. As with culture, you can understand how difficult it is to apply a uniform system to all employees, but here I would like to share the points of thinking in formulating it.

で は When considering the introduction of teleworking at many companies, a concern is that employees might skip where they are not looking. The reason many companies run into the wall when formulating the system is that they create systems in the direction of surveillance and restrictions, assuming "people who cannot make good use of telework".

However, as a premise, if each person is self-motivated with telework, that is, if the culture is fostered, the percentage of employees who can take in telework well and utilize it for work efficiency will also increase. Therefore, it is recommended that a system be developed in the following two stages.

1. Create a highly flexible system that allows employees to choose how to incorporate telework
2. Create a follow-up system in case any employee who loses the pace of business due to telework comes out.

と き に Thorough evaluation of results is indispensable at this time. The term "results" here means not only easy-to-understand numerical targets such as business results, but also results, including work progress, and is translated into languages ​​based on agreement between the side that evaluates and defines the definition of progress. And it is to thoroughly evaluate by regular reflection. If this is done, it will be possible to grasp the situation such as "people who are producing results properly while doing telework" and "people who have not achieved results due to telework", and take care of the latter. In some cases, "someone who is in the office every day but has not achieved results" may be visible.

This process takes time to verbalize the outcomes and to formulate the evaluation criteria. Also, regular evaluation interviews are required after the actual operation has started, and it is not possible to proceed overnight. However, developing an evaluation system that focuses on achievements will lead to a proper understanding of employee work styles and take necessary measures. In the future, it will be an important way for companies to embrace the diversity of employees beyond telework.


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