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Remote Working - Australia's Bundy Clock Culture - Part 2

April 13, 2012 | Comments: 0 | Views: 163

In the last article Bundy Clock culture was defined as the accepted practice of seeing the presence of your employee clocking in and out as it were, to believe or trust they are actually working. The shift to a culture of a remote working workforce has many advantages for employers and employees in many types of roles but requires a work culture change. The shift towards measurable productivity not actual presence. This movement does require changes in both sides. In the last article some advantages to employers were listed. What about the practicalities involved in moving to this model and what are subjects that need to be considered by the employer before moving away from the Bundy Clock culture?

Equipment The initial cost of setting up remote working employees could be considerable depending on what equipment the employee needs. Providing laptops, the right computers, software, broadband access and telephone equipment is important so that the employees can produce the required work and keep in contact with the employer or manager. The offset to the employee is cheaper running costs in real estate and utilities and the possible marketing advantages of running an governmentally aware 'green' company.

Communication In the many surveys communication is mentioned by employees and employers alike. Some employers can take a complete hands off approach to the detriment of both parties. The old adage 'two heads are better than one' is often true in the work place and being able to discuss work issues and triumphs builds corporate knowledge, relationships and trust between colleagues and managers.

The shift away from the traditional manager with the Bundy Clock culture is obvious. In order for communication to occur freely and productivity the point of contact for the remote worker must be open and accepting of this method of working. If they are activity engaged in missing the good old Bundy Clock days and feel a loss of status. There will inevitably be situations were solutions are not reached. It definitely takes good policy, no perceived loss of status by the remote worker or the manager and an investment in training to progress from the Bundy Clock culture to the remote working culture.

TechnologyKeeping up with new technology so that remote working is effective and value for money. This requires training some innovations are cheap or free and leaps are being made in this field at a rate of knots I mean at the rate of broad band service. Some technology used by remote workers currently skype for business face to face meetings, voice over Internet protocol, voice, telepresence, videoconferencing and message delivery to a broad range of devices.

Regular Contact Like communication many studies show that the employee can feel quite isolated and left out of decision making if they are not in regular contact. This is also a good time for the manager or employer to talk to the employee about sensitive subjects. So if possible a face to face meeting once a week, month or every six months if the employees are very remote s a good idea. Otherwise utilise your technology and have virtual meetings and talk regularly in the phone and update every one by email on all decisions made.

In the next articles we will look at remote working in other countries and look at the factors that Australia cutting edge or are we lagging?

Industrial relations professional and remote worker Robin Fisher is a keen observer of Australia's Bundy Clock culture. She has worked with trade unions, NSW public service, large, medium and small businesses as an advisor and educator in Australia and the UK over a 16 year career and is optimistic about Australia's ability to progress away from the Bundy Clock culture to a remote working culture.

Source: EzineArticles
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