This is the second of our two part series of articles on teleworking and telecommuting. While there are several benefits that employers and staff stand to gain from this type of remote working arrangement, it does not come without its drawbacks. What are they and how does one cope with them?

For telecommuters

• Telecommuters have to be self starters and highly motivated in order to perform. Without a supervisor to monitor their daily activities, they could very easily slip into complacence or a state of indifference towards their work.

• If an office environment creates stress arising out of interpersonal friction and the demands of having to cope with peer pressure, a telecommuting setup creates stress for precisely the opposite reasons. Telecommuters can feel isolated and directionless, without the benefit of a peer group to share their thoughts with.

• Career advancement prospects can also be affected, since a telecommuter is not as visible as his or her office going counterparts, and hence there is a risk of the contribution going unnoticed.

• While it is difficult to quantify the value of working with a group of people, making friends and being part of the office social network, its importance cannot be denied. Teleworkers could miss feeling a sense of loyalty and belongingness.

• Likewise, employees benefit immensely from the experience of working in a conventional setting, especially during their initial years. The success of many assignments depends on the help and guidance received from co-workers; others require the employee to receive developmental inputs such as training or mentoring. None of this is possible in a remote setting.

• Often, the convenience of working at home, and being close to the family, can work against the telecommuter, if family distractions come in the way of performance. Generally speaking, homes are not best equipped for office work.

For employers

• At first look it may appear that usage of telecommuting staff results in cost savings. While that is true, simultaneously there might be a necessity to invest in telecommunication infrastructure, or enhance the computing capabilities in the office or at the teleworkers' place of work. These costs must be factored in.

• Most managers are used to supervising people at work. It takes them time to adapt to a new system of supervision of results, and that might have its own implications.

• A loss of productivity owing to slow speed internet connections at individual teleworkers' sites used to be a problem, but is less so with improved broadband facilities. However, companies will have to deal with the possibility of data loss and inadequate security.

• Organizations find it harder to engender team spirit among workers who have never worked together.

• Employers also need to understand the legal implications of using teleworking or telecommuting staff. Issues relating to workers' unions and matters concerning compensation and liability may need special attention.

Despite these drawbacks, telecommuting can be an extremely viable option for all parties concerned, provided they take certain measures.

For employers

• Employers must lay down the job profile and objectives very clearly for their remote staff, along with performance measures.

• Even telecommuters must be asked to come to the office premises for regular review meetings, or for special training and development programs.

• The information sharing network must cover remote and off-site staff as well.

• There must be adequate administrative and operational support for telecommuting staff.

For telecommuters

• Teleworkers and telecommuters must organize their work schedule to maximize effectiveness. This is no different from what they would otherwise do in an office.

• As far as possible, they must earmark a separate work area, which is distinct from the general living areas.

• Even teleworkers must go "out to work" once in a while, even if it just means working on a laptop in a café filled with other people.

• It is important for them to be part of a network, even if it is mostly virtual.