1. III International Conference Flexible Employment Forms 2007 Warsaw, 29 March 2007 Telework … and how is it seen by employers? III International Conference Flexible Employment Forms 2007 Warsaw, 29 March 2007 Telework … and how is it seen by employers? Partnership for Telework, Entrepreneurship and Equal Treatment http://www.enter-telework.org Adam Turowiec e-mail: adam.turowiec@itti.com.pl Partner, Development Director The Adam Mickiewicz University in w Poznań ITTI Sp. z o.o. Division of Applied Computer Science Vice-Chair of the AMI@Work Family of Communities Promotion of Flexible Employment and Protection of Companies’ Intellectual Capital http://www.elastan.pl

2. "The brain is a wonderful organ. It starts working the moment you get up in the morning, and does not stop until you get into the office." Robert Frost

3. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 "The brain is a wonderful organ. It starts working the moment you get up in the morning, and does not stop until you get into the office." Robert Frost Employers’ opinions on usefulness and effectiveness of work Initiative to introduce telework enthusiastic 20% positive 74% neutral 6% employee 23% employer 77%

4. pros and cons of telework     Advantages and disadvantages for employer How is it seen by (tele)employees? Opinion poll results

5. Lower company costs

6. lower costs of running the company   office space costs (less work stations, „hot desks”, reduced operational costs) flexibility of company’s organisation and of employment policy (reduced overtime work, employees from outside the region, time saving, flexible size of workforce, smaller rotation of employees, increased motivation, etc.) new employees’ recruitment and training costs (related to smaller rotation of employees; on the other hand – training for future teleworkers may be necessary)

7. investment outlays

8.   (sometimes) high costs of equipment purchase/modernisation (equipment provision for teleworkers, adjustment of company infrastructure) training for employees and managers (necessary in most cases) reorganisation of processes (communication, management (!), meetings, team work)

9. technical problems

10.   information security (confidentiality of data and transmission, protection against viruses) ensuring proper connectivity (broad-band access – not always needed, yet not always available) ensuring technical support (24/7, often remote)

11. organisational problems

12.   legal aspects (gaps in legislation, problems with competent support) health and safety regulations’ observance and control (control and responsibilities, costs) salaries and additional costs (benefits and bonuses, reductions, who expects what?) Problems with estimating actual benefits (implementation method, „soft” character of benefits, long-term dimension

13. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 „Telework is not supported by the Polish legislation” – opinions of managers, depending on size of town/city where the company is located telework and Polish law what do employers think? 0 10 20 30 40 50 60 70 Up to 50 thousand50-100 thousand100 thousand and more % strongly disagreerather disagreerather agreefully agreecan’t tell „Telework is not supported by Polish legislation” – opinions of managers, depending on size of town where company is located

14. increased productivity of employees

15.   less absences (applies both to childcare and sick leaves) less doctor’s leaves (… which mean a cost to the company) increased productivity and motivation of employees (possibility to pay for results)

16. resistance of (human) matter

17.   opposition of managers (fears, lack of skills…) problems with managing projects/employees (as above…) attitude of employees (fears, demand-oriented approach – both during selection of teleworkers and laying down terms and conditions of telework)

18. „soft” benefits

19.   higher ‘morale’ of employees increased qualifications of personnel possibility to conduct equal treatment policy (employment of disabled persons or women who bring up children, etc.)

20. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 do employees want flexibility? 83% 67% 36% 17% 63% 33% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Freedom of deciding on working time Possibility to work outside company premises Possibility to work part-time % tak nie

21. „soft” problems

22.   isolation of teleworkers (prevention methods) difficulties in separating work from family life (misjudgments related to telework, necessity to follow the rules) motivation of teleworkers (how to do it?)

23. Statistics… Advantages of introducing telework (acc. to employers) Survey carried out within the EFS Project „Telework” on the sample of 1000 employers, 2005. But also: - less conflicts between employees, - more effective management (sic!), - higher morale of employees, - smaller rotation of employees.   Increased productivity 53% increased competitiveness of the company 44% possibility to reduce office space 42% possibility to employ persons living in a large distance from copany office 40% less bureaucracy 32% employee evaluation standards focused mainly on results 31% possibility to employ high-class specialists (otherwise not accessible)–29% financial savings (lower costs of personnel management and administration) 27% better information flow in the company 26% limited energy consumption 19% can’t see any benefits 0%

24. Statistics...   Disadvantages of introducing telework (acc. to employers) Survey carried out within the EFS Project „Telework” on the sample of 1000 employers, 2005. dependence on telecommunications technologies (and their shortcomings) 31% increased risk of siginificant drop of information security 29% employer’s limited trust to teleworker 27% high proces of telecommunications costs 25% limited educational impact of managers 23% limited availability of certain telecommunications services 22% negative effects of limited possibilities of telephone communication 13% employee’s anonymity and amorphism for employer 12% can’t see any disadvanteges 9%

25. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 why are teleworkers not employed? 40 62 8 9 4 8 15 010203040506070 Has not been considered Company specificity does not allow Poor infrastructure No qualifications of employees No qualifications of managers It did not work Other reasons %

26. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 Telework and traditional work… enthusiastic 20% positive 74% neutral 6%

27. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 obstacles in telework development according to employers

28. Survey carried out within the ENTER project (www.enter-telework.org), on the sample of 400 employers and 800 employees, 2006 telework in the eyes of employers and employees 0102030405060708090100 Requires having a separate room Does not contribute to loyalty building Solution for persons with low qualifications May be used in few types of work Good solution for mothers with young children chance for employment increase employees employers

29. enthusiastic 20% positive 74% neutralne 6% employers’ opinions on usefulness and effectiveness of telework e Reduced company costs Investment outlays Technical problems Organisational problems Increased productivity Resistance of (human) „materii” „Soft” benefits „Soft” problems                 conclusion

30. By working faithfully eight hours a day, you may eventually get to be a boss and work twelve hours a day. Robert Frost

31. Thank you for your attention! Thank you for your attention! http://www.elastan.pl http:/www.ami-communities.eu http://www.enter-telework.org ul. Palacza 91a 60-273 Poznań tel.: (61) 861 00 73 faks: (61) 861 05 79 e-mail:adam.turowiec@itti.com.pl e-technologie i biznes ADAM TUROWIEC Partner Development Director