Fabio Boggino, Director of Jobing and specialist in Teleworking, visited us at our Wormhole offices in Argentina. Together with a huge virtual audience, and through our online education platform, he gave a speech on the free Webinar cycles organized by the company.

The founder of the first Teleworking consultancy firm in Latin America offered his definitions on this revolutionary working method, its deployment in companies and the effects on Human Resources.

These were some of the most important definitions given throughout the virtual encounter:

The Third Revolution

“The first revolution in the world was the agricultural one: people worked where they lived. The second one was the industrial revolution: people lived where they worked. Today, upon the breakout of technology, mobile devices and Internet access, we are penetrating in the Information Society: we work where the information is.”

“Unfortunately, nowadays, organizational working models still answer to traditional paradigms.” They have undergone some minor adjustments, but they have always been behind the changes brought about by society and technology.”

“In organizations, new generations of employees evolve together with technology, they demand for more flexibility and push for a change. However, the management of companies which have developed their labor history in the traditional way, still resists to change. In the future, when young people take up senior leadership roles in companies, the change will become mandatory.”

“Companies have an information component which can be accessed from virtually any place. This leads the traditional organization of work to a crisis.”

What is teleworking?

“Teleworking is a recognition to productivity, an equation between the company and the employees that should be respected. Happiness in exchange of productivity.”

“Teleworking as a tool is not a benefit for employees. It is an organization of work from the policy of the company and Human Resources. Based on meritocracy, the most productive employees are offered the possibility to work from home.”

“In companies, it is easy to find employees willing to be teleworkers, but not all of them are capable of doing so.” The willingness of employees is not enough; their qualities, competences and developed skills need to be assessed. Besides, it is really difficult to find leaders capable of telemanage.”

How to implement Teleworking at companies?

The implementation of this working method takes between 4 to 6 months. It basically depends on:

• Organizational culture: Not all companies are suitable for implementing Teleworking.

• Leadership by objectives: it is essential to analyze leadership styles. The following question needs to be made: “Why would a person who is not perceived as a leader in the on-site environment be a good leader in teleworking?”

• Tasks and processes: Not all tasks are aimed at teleworking. Some of them require paper or to be on-site.

• Employee profile: Above all, it is essential to know the employees’ will towards teleworking. This should be analyzed together with Human Resources, their skills and competence, their autonomy and responsibility, the abstention of having a supervisor.

• Collaborative environment: Is the space suitable for teleworking? The place that the employee chooses to telework is the main cause of failure for its implementation. In other words, if the employee lives in a one-room apartment with 5 other people, it will be impossible to develop the task effectively.