Telework & Well-being Integration: Full Guide

This resource is intended for use by well-being practitioners, work-life and telework program managers, leaders at all levels, and other stakeholders interested in championing flexibility and shaping the future of work.

January 09, 2020

This resource is intended for use by well-being practitioners, work-life and telework program managers, leaders at all levels, and other stakeholders interested in championing flexibility and shaping the future of work.

This resource is intended for use by well-being practitioners, work-life and telework program managers, leaders at all levels, and other stakeholders interested in championing flexibility and shaping the future of work.

  1. Telework is Not One-Size-Fits-All: Telework can positively impact all elements of well-being–but it is not the right type of flexibility for every employee, nor the right solution for every business need. Employers must diversify their approaches to meet the unique needs of each business priority, team and individual. If a job requires physical presence, consider other workplace arrangements that offer employees more autonomy and an opportunity to improve work-life harmony, such as flexible schedules, predictable schedules, reduced hours or leave.
  2. Employers Must Mitigate Different Challenges for Different Telework Situations: Employees who telework one to two days per week (or less) tend to experience more positive impacts on well-being than those who are full-time remote employees.1 Employers must be particularly strategic in order to mitigate the challenges of those who telework full-time, and ensure that the telework experience for both part-time and full-time teleworkers is beneficial to their well-being.
  3. Leaders Must Embrace New Management Approaches: When applied to a dispersed workforce, the management approaches used for in-office employees cannot be expected to yield the same productive outcomes. Senior leaders, managers and employees need to embrace new approaches and technologies to reap the benefits telework can offer. This need is magnified for global employers with cross-border telecommuting where country telecommuting policies may be varied or adhoc. Whether the global telecommuter is working from a country with an established employee footprint or is the lone employee presence in a new geography, determines the management support approach required.

Telework and Well-being Integration: Advantages Challenges and Tips

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