Teleworking is a key factor in changing jobs for 52% of employees

Robert Walters, Professional Recruitment Consultant, published data from the Walters People Labor Market Survey.

When changing jobs, 52% consider teleworking to be the determining factor. Employees can organize their work day more efficiently with remote work, combining work and family life with more flexible hours. Home office is a type of emotional salary that is valued more every day.

72% say that the noise created in the office itself and the holidays reduce their productivity. In addition, moving to the office is a stressful burden for some due to traffic or the collapse of public transport, as well as a waste of time and money, which can have a negative impact on motivation.

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All the above, 68% believe they could be more productive if they could work from home. “Offering teleworking is a good way for companies to show interest in the well-being of their employees, as well as the trust they show in them and in their work. points out Robert Walters, adding that it reduces the risk of employees getting burned by forcing them to come to the office physically.

Technology tools such as Office 365 They facilitate teleworking in a functional and efficient way. For example, you can video chat with Teams, organize tasks with Planner, synchronize all your documents in the cloud and on your PC with OneDrive, or have all your office automation programs (Word, Excel, PowerPoint .. .).

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For Robert Walters there is 4 basic principles in managing remote workgroups:

  1. The transformation of the evaluation system: It will be based on results instead of face to face, which means a change of mentality in the team leaders.
  2. The creation of (innovative) communication alternatives: In order for employees not to feel less personal connection and less sense of belonging to the organization, the use of digital channels (Workplace, Teams) should be encouraged and events that encourage interconnection should be introduced.
  3. Creating a flexible culture: Professionals should not feel disadvantaged when working remotely or feel less profitable than those who work face to face.
  4. Management of burnout syndrome: Remote work and the use of devices make the separation between work and privacy blurred, which is usually reflected in declining performance, distancing and weakening. Managers should make assessments to ensure that employees are not overworked.