To offset costs, go the mobile workforce way

With oil prices touching new highs and surging above Bt40 a litre, the government and organisations are promoting the concept of mobile workforces.

The executive director and  head  of human-resources programme at Sasin Graduate Institute of Business Administration, associate professor Siriyupa Roongrerngsuke, however, warns the move could turn bad unless workers and organisations are well prepared to cope with the new ways of working.

Leading corporations such as IBM and HP have thoroughly studied, trailed and experienced the mobile-workforce concept for more than 10 years, but their early drives were mainly due to high office rents. Thailand, she said, cannot simply jump onto the bandwagon because it wants to be relieved of the pressure from rising oil prices. Studies and preparation are required.

Second, not all types of work can efficiently utilise the mobile-workforce concept. Researchers have found it is difficult for some jobs that require interface with customers or employees to implement the system.

"For finance and accounting staff, it may be all right, as they don't need to meet many people [while] working. On the other hand, consultants and sales persons have already been working outside the office," Siriyupa said.

Third, organisations must take into consideration that some employees have no suitable working space or an appropriate working environment at home. For example, they may live in small condominiums or there may be many members in their house. There is also the issue of how to calculate the additional costs, such as electricity bills that workers have to shoulder as a result of working from home.

"Some people are social animals, who don't like to work separately from others. There is a need for adjustment and orientation to the new working paradigm," she said.

Good back-up and information-technology (IT) systems are needed.

"Be careful of technology. Some government agencies don't have a complete IT [system] linking their information with customers and within their organisations. There are security issues [and the easy] availability of the database," Siriyupa said.

The performance-evaluation system must also be reassessed. There are other areas to be managed, such as how the coaching and tracking processes can be conducted with a distant workforce.

Research has found that the higher one is in the organisation, the more difficult it is for them to work successfully as a mobile worker, as high-ranking executives require a lot of "interface" with other people. Siriyupa also raised a few queries about implementing the concept. "How can the communication and morale of the mobile workforce be supported? If they are at home for long, will the team spirit be gone?" Siriyupa asked.

Companies such as IBM have designed various tools to fill these gaps, such as by producing newsletters or holding periodic meetings for staff. "They should not feel like they are 'out of orbit' or 'missing the news'," she said.

The dean of Sasin's HR programme said she is supportive of the mobile-working idea, but would like organisations to be aware of the pitfalls if they are not prepared adequately. The implications are huge, with regard to change in work culture and the mindset of people.

"To enable mobile working, there is a need for decentralisation. Unfortunately, decentralisation comes against the normal culture of Thai organisations," Siriyupa said.

But if prepared well, mobile workforces would greatly boost productivity. The compressed-hours concept could be implemented to allow workers to spend more hours each day working, but work for fewer days a week.

Traffic problems can be reduced, while quality of life will improve. Workers will have more time, rather than staying stuck in a traffic jam, for activities such as taking care of their family. Female workers will save on expenses for cosmetics and clothes. The cost of healthcare will be reduced while the workers will have better physical and mental health. Mobile working will help in the development of technology and increase opportunities for the handicapped, Siriyupa said.

      At a glance

n Work and people requiring interface with customers cannot function easily with this model.

n Some employees may not have an atmosphere suitable for work at home.

n Performance-evaluation processes will need an overhaul.

n A system must be put in place for employees with high social needs to meet others in their work group regularly.