It’s hard not to get caught up in the spirit of the holiday season, for better or for worse. With company parties, end-of-the-year tasks and personal commitments, this time can become an all-encompassing behemoth of festivity.
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With research suggesting that companies can save money, boost morale and attract top candidates by offering work-at-home options, why are some employers calling their telecommuters back into the main office?
It probably comes as no surprise that research has found, time and again, that trust plays an integral role in the virtual workplace. What may be a surprise is that trust is even more important for virtual relationships than in a face-to-face environment.
If more L&D professionals understood the landscape of the virtual workforce, they could be more proactive in determining the type of interventions necessary when they receive a request from a business leader.
Employers that make the jump to remote work report a range of positive outcomes. However, there is a trade-off. The instant virtual connections that people can establish nearly anywhere around the world has come at the price of less human connection.
Blue Jeans Network, Inc. today announced it has dramatically improved its mobile meeting experience in response to direct customer feedback about the reality of today’s mobile professional.
Distance can create a sense of separation between locations that need to work closely together. Companies must actively support their virtual, multi-site teams to build bridges and improve collaboration.
In this fast-moving digital age, businesses have to embrace innovation while keeping their workforce and customers trained for new technological developments. Virtual training labs levels the playing field for remote workers and distant customers.
With more and more employees working remotely, there’s an increasing need to provide hard-to-reach colleagues and learners with a deeply engaging, collaborative experience.
Employers that don’t provide flexible working should take notice: More than one in three employees would change companies if offered more flexibility, including over one-third of all directors and managers.