The majority of people who work at home get more done as they are subject to fewer interruptions and can fit work in with their other commitments more effectively.
These are the findings of an online poll among 350 full- or part-time home workers across both the public and private sectors undertaken by the Telework Association.
The study found that a huge 85% of respondents experienced at least some increase in their personal productivity levels when working from home, while those who were able to measure their output reckoned that such productivity rose by more than 50%.
Nearly a fifth indicated that the main reason that they got more done was because they experienced fewer interruptions than in the office, while a further 16% attributed the productivity boost to being in a better position to deal with personal commitments.
Another 15% said the key benefit came from saving time on commuting, which meant that at least some of the extra time was devoted to work. About a third of those questioned also said that a key reason for their improved productivity was that they felt more loyal towards their employer and, therefore, repaid their trust.
The Association said in a statement that the research showed home working was of “considerable benefit” to organisations as “they reap the rewards of productivity, which contribute significantly to the bottom line”.
One Response
Good, but too much of a good thing…
Homeworking can indeed be very useful. Engaged staff can and do use the saved travelling time and the lack of interruptions to improve productivity. Some companies adopt a flexible working strategy in part as a cost cutting measure to reduce dependence on real estate – this can also work well, if managed carefully.
Not all roles are suitable for home working and as a result I’ve spotted them and us issues arising in a flex working environment, take care. Real face to face interaction is essential for most of us – whether we realise it or not. Too often of late though I’ve seen less capable managers use flex working combined with cost cutting as a means of reducing, in fact all but erasing, the need for a team to come together. At the extreme – teams which disconnect in this way can become almost feral. Social fabric starts to weaken and tear, and people drift from seeing the flexible nature of work as a benefit – to seeing it as a right. They start to blur home and work too much, priorities become confused, and performance issues can set in.
Don’t get me wrong, I’m a huge fan of flexibility, trust and self management, but like all things, a sense of balance is required.
Have a good day – Doug