Working from home or virtually is a current norm embraced by modern companies. Human Resource (HR) managers are tasked with incorporating the new norm into their functions to improve an organization’s performance and efficiency. Employees prefer a remote or virtual work environment due to its convenience. Today, many employees request, through their contracts, that part of their work be undertaken from home. X Company, through its HR section, would stand to benefit if it pursues and implements a virtual working model. Working from home would improve the organization’s performance and efficiency because the model enhances an employee’s productivity, attracts ideal candidates, and reduces a company’s overhead costs.
Working from home enhances the ability of HR managers to impact the performance and productivity of an organization. Employees will be more productive when allowed to work remotely from home. Even though Shankar & Bhatnagar (2010) claim that increased productivity is counterintuitive, I believe that employees are more productive if they work remotely. While HR managers often like to supervise their employees in the office, the environment distracts the workers. For example, distraction occurs as a result of spontaneous meetings with co-workers or general office noise. As such, if X Company’s HR managers allow workers to work virtually from home, it is possible to reduce distractions and interruptions that jeopardize workers’ productivity. Remote working enhances workers’ productivity, thereby improving the organization’s performance.
The HR department can have a greater impact on X Company by recruiting top ideal talents. Shankar & Bhatnagar (2010) declare that top candidates are often on the lookout for remote working opportunities. Therefore, X Company can stay competitive if it offers remote work and flexible schedules desired by top candidates. In this case, the company will appeal to potential candidates, and in the process, necessitate the possibility of attracting top ideal candidate choices. Shankar & Bhatnagar (2010) posit that companies pursuing the remote working norm are no longer limited to workers close to their offices. The companies can access a broad array of potential workers further increasing the chances of hiring ideal candidates capable of working from the comfort of their homes.
The HR managers in X Company can impact the organization through reduced overhead costs. De Vos, Meijers, & Van Ham (2018) note that working virtually from home saves money for employees and companies as well. The workers do not have to be stressed about commuting costs. Consequently, the workers have more personal time because they do not have to commute to work, which essentially reduces stress and increases productivity. X Company will cut overhead costs incurred. The company can operate on smaller spaces or can exclusively support remote workers. The company would drastically cut down on the overhead costs of running several office spaces and divisions. The money saved through reduced overhead costs can then be reinvested to support remote workers so as to increase their productivity.
Companies are in the midst of flexible working upheaval. Companies are pursuing the norm of allowing their workers to operate remotely from home. Working remotely would promote the productivity of employees. Moreover, the strategy would attract the best talents across varied locations as they can work from the comforts of their homes. The HR Department would equally reduce overhead costs by eliminating the need for more workspaces.
De Vos, D., Meijers, E., & Van Ham, M. (2018). Working from home and the willingness to accept a longer commute. Ann Reg Sci 61, 375–398.
Shankar, T., & Bhatnagar, J. (2010). Work-life balance, employee engagement, emotional consonance/dissonance & turnover intention. Indian Journal of Industrial Relations, 46(1), 74-87.