t has been nearly impossible to avoid all of the press coverage surrounding
the escalating price of gas lately, but chances are that you haven’t asked yourself
what high energy prices have to do with HR. The answer is simple: Everything that
affects workforce productivity should be addressed by a truly strategic HR function.
Rather than waiting for national gas prices to break $4 per gallon (in some cities,
this has already happened), HR leaders should act now by enabling more remote work
options that help inflation-battered employees save on energy costs. Employees will
not be the only ones to benefit. Studies show that telecommuters are often more
productive than office-bound employees doing the same work. Cisco Systems, for instance,
estimates a 25 percent increase in worker productivity among telecommuters. In addition,
the secondary benefits of leveraging more remote work stack up quick. Cisco Systems,
Sun Microsystems and IBM have saved millions on real estate costs; Deloitte estimates
a $40 million savings in reduced employee turnover costs; and Google has found that
you can often hire higher-quality talent by taking the work to the talent.
If you doubt the visibility of this issue among workers, eavesdrop
on what they are talking about. Chances are you’ll overhear numerous conversations
about the cost of gas or groceries throughout the day. While some items have actually
gotten cheaper, the increase in the cost of goods that employees buy frequently
is affecting your employees’ budgets. Rising costs are leading to increased rates
of depression and increased commuting time as employees shift to public transportation,
both of which decrease employee productivity. In addition, higher energy prices
are affecting home heating and air conditioning bills. While real wages have kept
pace with inflation in most markets, the uptick in the price of goods purchased
frequently is driving the perception that "real" income is declining. As a result,
workers with specialized skills who understand their value in the global talent
economy are exerting pressure to raise wages. When demands are not met, turnover
rates increase and individuals seek work closer to where they live.
Some HR departments are way ahead of the curve: The most obvious
action to consider is increasing the number of remote work options that are available
to employees. Nearly 60 percent of American workers state that they would like to
have remote work options, yet only 18 percent do. A few firms are taking the lead,
allowing more than 50 percent of employees to leverage remote work options. Best
Buy, for example, created a breakthrough program known as the Results Only Work
Environment (which won Workforce Management’s Optimas Award). It affords employees
working in their corporate office the freedom to choose when and where they work,
as long as they produce negotiated results. Early evidence suggests the new workforce
strategy is producing productivity gains as high as 35 percent. Other major firms
that have done extraordinary things with remote work options include Capital One,
Xerox, Agilent, McGraw-Hill and Microsoft.
Both Sun and Microsoft have begun providing remote "touchdown
spaces" in suburban locations closer to where employees live. This option allows
employees to access secure networks and collaborate with co-workers one or more
days a week without having to drive long distances. Other innovations include a
100 percent work-at-home call center implemented by Jet Blue and free shuttle services—complete
with wireless Internet connections—at Google, Yahoo and Microsoft.
Some action steps: There are many things that HR can do, but
the first option should be to re-assess which jobs can be done remotely—at least
one day a week. Next, invest in technologies that support or enable workforce collaboration
independent of the workers’ locations, including conference phone lines, wikis,
online forums, videoconferencing and other Web-based meeting platforms that keep
dispersed workers connected.
While it is certainly true that many in HR and line management
still believe it’s harder to manage workers you can’t see, leaders need to demand
change. They can point to the growing number of success stories to demonstrate that
personal biases to maintain the status quo will not be tolerated. Forward thinkers
in HR need to develop education that demonstrates with statistics and examples that
more jobs can successfully be accomplished remotely. Whatever remote work options
you pursue, HR must refine employee performance objectives and implement corresponding
metrics and rewards systems so that both the quantity and the quality of someone’s
work can be better assessed, regardless of where and when they actually do their
jobs.
It might seem crazy to some that HR would consider energy,
grocery and housing prices among the things that should drive HR strategy, but that’s
strictly old-school thinking. If HR is to become more than an overhead function
role, it must become an internal productivity consulting center, providing a range
of solutions to managers for every issue that affects workforce productivity.
Workforce Management Online, May 2008 -- Register Now!
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