Managers face the challenge that all of a sudden, part of the employees are out of sight. In other words: they are outside your control.
And so they should be. Working this way, it is actually o.k. for the employee to pick up the kids a couple of times a week, and put in a couple of hours at the end of the day instead.
Another scenario could be that the employee lives far from the company address and only comes to work a few days a month.
In companies introducing distance work, I seek to create a sense of security for both management and employees. In practise this is primarily established by introducing clear work objectives and regular check points agreed to by both management and employee. In my experience this is the way to obtain more effective management as well as making the employees feel more at ease – knowing exactly what is expected from them and when.
Up till now it’s been a problem, that managers don’t control distance- and tele work enough, and that they don’t make clear agreements. As the number of people working from home is on the rise, so is the problem.
31 percent of companies had employees working from home in 2005. Denmark is the country in the EU where the most people work from home. In 2005 24 pct. of the Danish workforce, worked partially from home.
These figures are obviously a good reason to make even better use of distance work in the future, exercising wise control.