Telecommuting Management: Reducing Costs through Telecommuting Programs for Managers

Efficiencies gained from telework arrangements can result in significant cumulative savings to large organizations. Leading-edge companies are looking to drive greater cost savings by increasing telecommuting options for management positions.  Based on a survey of 12 organizations, this 26-slide study benchmarks companies' experience with telecommuting policies/operations for management-level positions.

Key Topics
A. Telecommuting Operations: Volume and Structure
B. Assessing Telecommuting's Impact on Productivity
C. Telecommuting and Human Resources Issues

HR executives can use this data to determine how their telecommuting programs measure up in multiple areas, including:

• Percent of telecommuting management and general employee population
• Positions allowed to telecommute
• In-office time and resources for telecommuters
• Telecommuting's effects on cost savings, productivity and hiring
• and more!
  

1. The majority of companies surveyed reported that 5% or fewer of the employee population in any function or management layer telecommutes.
2. Functions likely to have more telecommuting employees and managers include sales, IT/IS and corporate overhead functions (real estate, legal, travel, corporate relocation, M&A, etc). Functions with fewer telecommuters include product development and supply chain functions.
3. Benchmarked companies’ management spend slightly less time in the office than the general population of telecommuters.

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