The Global Workplace

There are approximately 3.3 million people in the U.S., not including the self-employed or unpaid volunteers, who primarily work from home, a number that has risen by almost 80 percent since 2005 (Wilkie, 2015). These figures are according to the latest statistics from the Telework Research Network, part of the consulting firm Global Analytics (Wilkie, 2015). Advancing technology such as laptops, cell phones, and video conferencing has helped make working remotely easier (Wilkie, 2015). Some studies show that longer commutes for employees and a desire to balance work and home life duties could be contributing factors in why people decide to telework (Bailey & Kurland, 2002) Working remotely is a concern because of how it affects employee productivity,

With fewer employees needing office space, companies can save money on building costs and utility bills. Sun Microsystems saved $64 million a year on real estate and $2.5 million on electricity bills with their telecommuting program (Wilkie, 2015). FWI is saving $800,000 over the 10-year life of a new lease by renting a smaller space (Wilkie, 2015). IBM real estate costs went down $50 million (Global Workplace Analytics, n.d.). According to Global Workplace Analytics, "Nearly six out of ten employers identify cost savings as a significant benefit to telecommuting"(n.d.). These savings along with increased productivity among telecommuters will result in more profitability for

While most managers say they trust their employees, some say they would like to see them in the office just to be sure (Global Workplace Analytics, n.d.). Tim Eisenhauer, CEO of Axero Solutions stated that "bringing "all hands" back into the workplace, where managers can see them, creates an illusion of control even if having everyone there doesn't translate into more productivity, higher profits or a bigger market share" (Wilkie, 2015). There is a learning curve for managers who are used to managing employees in an office and have never managed telecommuters before (Wilkie, 2015). It is up to managers to keep communication open with staff and to set performance standards (Wilkie,