Working Remote in the Modern Workplace Todays businesses

Working Remote in the Modern Workplace Today’s businesses require continuous improvement of the organization's efficiency as well as better collaboration capabilities to support an increasingly mobile workforce. Are employees engaged in their jobs? 1 33% Happy employees produce better business outcomes 1 One-third of U. S. employees say they are fully engaged in their work. 52% of the global workforce works from home at least once per week 1 Productivity Sales Profitability Higher 17% 21% 20% Remote 84% of employees work with multiple groups 49% Slightly Matrixed, sometimes work on multiple teams 18% Manager Matrixed, work on multiple teams every day with most people reporting to the same manager 17% Highly Matrixed, work on multiple teams every day with different people reporting to different managers Empowered Employees. . . Collaborate more effectively Are more engaged Many remote workers don’t live closer enough to drive to the company's office to meet in person, missing important face-time with coworkers. Employees who work from home strongly agree that being able to have a dynamic work schedule allows them collaborate more effectively with coworkers & maintain a better work life balance. Are more committed to quality Employees who work on remote teams are more willing to commit to the organizations vision. Company Benefits. . • • Flexibility of employee scheduling within the organization Can hire without geographic limitations to find better talent Can reduce or eliminate the cost of physical office space Reduced physical infrastructure costs due to remote PC management The benefits of being remote MORE proficient productive creative fulfilled Remote working is trending 43% 80% 2 X of American workers work remotely at least some of the time 3 of employee time is spent collaborating with others 2 Twice the number of five years ago 4 Potential pitfalls of remote users. . Less Agile Decision making can be slower due to employees being in different locations. Less Innovation Lack of information sharing and less collaboration in person can result in stagnation. Poor Decision Making Difficulty collaborating in groups can result in bad outcomes. Research shows that telecommuters are more likely to be more engaged in their jobs, and being engaged can lead to higher profitability, mobile productivity, customer engagement and other positive business outcomes. 5 Research reveals that employees engaged in collaboration report: 6 Higher Initiative Less fatigue More success The growing standard for collaboration 3. 7 m Employees work from home at least half of the time 55% of recent grads report telecommuting 25% Less employee turnover than companies who don’t allow remote work Keep your business agile with remote work Collaboration Tools With todays business software, remote connectivity is a very simple process. 1 Attract the best talent You can make sure you’re hiring the best talent for your business with no geographic limitations. Save $ with less overhead Having no physical on-site servers and infrastructure will reduce the overhead as well as the hardware cost. Next-generation With the worlds shift towards technology, enable your environment to let users thrive. Gallup “State of the American Workplace” http: //news. gallup. com/reports/199961/7. aspx https: //news. virginia. edu/content/qa-how-much-workplace-collaboration-too-much 3 Gallup “State of the American Workplace” http: //news. gallup. com/reports/199961/7. aspx 4 2009, 2014 US IW Survey 5 https: //www. forbes. com/sites/adigaskell/2017/06/22/new-study-finds-that-collaboration-drives-workplace-performance/#7 f 26 bc 823 d 02 [Reference requires subscription: “Cues of working together fuel intrinsic motivation”; Priyanka B. Carr and Gregory M. Walton; Stanford University] 6 https: //www. forbes. com/sites/adigaskell/2017/06/22/new-study-finds-that-collaboration-drives-workplace-performance/#7 f 26 bc 823 d 02 [Reference requires subscription: “Cues of working together fuel intrinsic motivation”; Priyanka B. Carr and Gregory M. Walton; Stanford University] 2