How Flexibility Can Boost Employee Productivity | The Telework Coalition

President’s Corner

The Telework Coalition (TelCoa), America’s leading nonprofit telework education and advocacy organization, based in Washington DC, was established in 2002 by a group of professionals with experience in addressing the benefits, adoption, and implementation of telework and telecommuting programs. This was in response to a growing need for a single, reliable source of reference material about technology’s impact on our economy, environment, energy usage, and our society in general. TelCoa focuses on how this technology is changing our lifestyles, organizational structures and workplace management, along with the policies, processes and procedures that support them.

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Guest Columnist

Telecommuting Catches On at the Council of Better Business Bureaus

Matthew Scandale

The Council of Better Business Bureaus (CBBB) is a national nonprofit headquartered in the Washington, DC area. They generate $20 million a year with 114 employees, leading a network of 115 independent BBB's generating $165 million in revenue with 2,300 employees. So they probably land in the middle of mid-sized organizations. We work hard to make the world a better place, helping consumers to avoid getting ripped off. We were a random collection of about 100 white-collar workers bustling about the halls and cubicles of a random high-rise in DC. Or at least that's the way it was until this year.

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How Flexibility Can Boost Employee Productivity

July 7, 2011

Jun. 29 2011
If you’ve squeezed all the productivity gains you can out of your workforce or the people around you are stressed out or disengaged, we’ve got some advice: Be more flexible about how, when and where your employees work.

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Posted in Economic Development

2 Responses to “How Flexibility Can Boost Employee Productivity”

Leanna Schmeling:

August 5, 2011 at 6:15 AM

Today is very lucky to me.Good share, great article, very usefull for me.

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Annas:

September 23, 2011 at 11:29 PM

The principle is that ‘structure follows strategy’. This principle works best in dynamic situations or where development is associated with high risks. As the individual enjoys a large measure of freedom, this often leads to overlapping assignments; but it also implies great flexibility.

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