For a decade, teleworking is experiencing considerable development and this dynamic will continue in the coming years. Today, a third of employees are concerned and by 2030, half of jobs will be teleworked. This method of organization responds to business challenges : agility, flexibility and transversality. It also meets the needs of employees in terms of responsibility and quality of life. However, teleworking cannot be decreed. The health crisis clearly shows the difference that there can be between the desire to do and the desire to achieve it.. No improvisation, neither approximation is possible in the long term. Indeed, effective implementation is necessarily part of a real transformation project. Context of uncertainty, communication technology, heightened competitiveness… teleworking questions the management system as a whole. It requires us to rethink the way we think about management, who does what, team leadership or even performance evaluation. This work offers a structured approach to clarify the positions of the manager and the teleworker, the processes and methods to be implemented.
THE AUTHOR : Daniel Olivier is associate director of Thera Conseil, firm specializing in the field of managerial efficiency and the conduct of organizational transformations. He has been giving conferences for over 15 years, workshops and training on setting up teleworking and remote working.
Managing teleworking and remote working
Adapt your management to remote teams, Daniel Ollivier, Gereso editions.
