Telecommuting Guide Produced By

Telecommuting Guide Produced by: tafep.sg All information in this book is correct as of June 2021. All rights reserved. No part of these contents may be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems without permission in writing from the publisher. Contents 1 Introduction 19 Engage • Why this Telecommuting Guide? 1 • Keys to Keep a Hybrid Workforce Engaged 19 • How the Guide is Structured 2 • Organisation Considerations 21 • Terminology 2 • Manager Considerations 24 • The Organisation Case for Telecommuting - • Team Considerations 25 Maximising the Benefits and Reducing the Risks 3 • Employee/Individual Considerations 26 6 Plan 28 Perform • Organisation-level Considerations 6 • Manager Considerations 9 • Telecommunting Policy/Guidelines 10 31 Develop 12 Attract 34 Overcoming the Challenges • Virtual Hiring 12 • Considerations for Successful Virtual Hiring 13 37 Conclusion • Assessing Skills and Abilities Conducive to Successful Virtual Working 14 • Virtual Onboarding 15 39 Company Profiles • Assessing Progress and Feedback on the • Dell Technologies 40 Onboarding Process 18 • Foo Kon Tan 42 • Rajah & Tann 44 • SAP Asia Pte Ltd 46 • Singtel 48 • Toshiba Asia Pacific Pte Ltd 50 Introduction WHY THIS TELECOMMUTING GUIDE? remote working issues, for example, those related to managing time zone differences or geographically dispersed teams. This Guide focuses on employers who provide ‘hybrid’ or ‘blended’ work arrangements where employees have the option to work virtually or at an office/shared workplace. Recent projections of future employer practices indicate that many employers will continue to offer their employees the This Telecommuting Guide was developed to In this Guide, we aim to share important flexibility to telecommute during the work encourage and support Singapore employers considerations and best practices, combined week, in an arrangement that works best for in the implementation of a sustainable with learnings and examples from Singapore- the employee and team. This means that, at telecommuting arrangement as an option based employers who have had success with any given time, a team could have colleagues that meets both the organisational and telecommuting as a part of their overall who are co-located as well as others who are operational needs of the employer, as well as people strategy and/or in their response working virtually, requiring teams to adopt the personal, professional, and lifestyle needs to the Covid-19 crisis. It is intended for practices that best ensure that all team of employees. The Guide is developed for Singapore-based employers and assumes members – regardless of their work location – Human Resources (HR) Leaders or individuals that employees are physically located in feel included and can contribute fully. responsible for the HR function of the Singapore. It does not address certain organisation. 1 TAFEP Telecommuting Guide Introduction We recognise that many employers may HOW THE GUIDE For this Guide, we will use the following terms: have a proportion of their employees IS STRUCTURED who are in positions that require them to • Telecommuting/Working virtually spend much or all their work time on-site The structure of this Guide is based on five A work arrangement in which an employee (e.g., manufacturing) or in the field (e.g., stages of the employee lifecycle reflected in performs his/her work via the internet from product installation and service). While the Singapore Institute for Human Resource outside of an office setting, whether from telecommuting may not be a workable option Professionals (IHRP) Body of Competencies. home or another location. for certain roles, we hope that employers will The five stages are: Plan, Attract, Develop, continue to explore flexible work options with Engage, and Separate (PADES). A ‘Perform’ • Hybrid workplace the goal of enabling employees to effectively section was also added under ‘Develop’ that A workplace that combines virtual and manage their work and life responsibilities, focuses on performance management. office work. Some employees may work in through decisions based on a more thorough the office and others telecommute/work understanding of the evolving options, trade- virtually at any given time. Employees offs, and best practices including those found TERMINOLOGY have access to a shared office/workspace in this Guide. and may be able to telecommute on a There are many different terms used to regular schedule (e.g., 2-3 days/week), or as describe work arrangements that take place needed. outside of a traditional office/workplace including telecommuting, working virtually • Working remotely or remotely, flexi-place, and working-from- A work arrangement in which an employee’s home. default work location is outside of a shared office space, whether at home or another location. Remote employees are typically managed entirely over the internet, with opportunities to meet in-person being an exception. If the organisation has an office/ shared workspace, the employee may still go to the office as needed. 2 TAFEP Telecommuting Guide Introduction THE ORGANISATION CASE FOR TELECOMMUTING – MAXIMISING THE BENEFITS AND REDUCING THE RISKS Several notable employment trends support • With the push for digital transformation, remote working and overall employee the increase in telecommuting arrangements options for telecommuting have expanded health: in Singapore. significantly as improvements in – 86% of employees think remote technology, cloud computing and virtual working would reduce their stress. • There has been a significant increase communication applications allow more [Work-Life-Relationship survey] both in employer and employee exposure organisations to digitise entire segments to telecommuting as a result of work- of their service offerings and operations, – 90% of employees say allowing more from-home requirements in response and to have access to convenient, flexible work arrangements and to Covid-19, and telecommuting dependable, secure applications and schedules would increase employee arrangements have been successful for internet access. morale. [Flexjobs] both employers and employees. According to a recent report by RGF International • The Singapore workforce is becoming – 50% of remote employees reduced their Recruiting, Talent in Asia 2020 Singapore, increasingly tech-savvy and are placing sick days, and 56% said it reduced their 61% of Singapore employers surveyed greater value on enhancing work- absences. [Indeed] were planning to maintain flexible work life harmony through flexible work arrangements beyond the pandemic.i In arrangements. • Singapore employers are increasingly a recent study by The Straits Times based adapting to new business realities and on a survey of 1,800 people in Singapore, • Workplace studies done prior to Covid-19 exploring more digital ways of working. eight out of 10 employees say they prefer found that a lack of workplace flexibility This includes moving elements of their to work from home or have flexible negatively impacts employee productivity, business from what had been in-person working arrangements.ii health and wellness, and retention.iii and on-site to on-line and virtual, as well Employee surveys report a positive as restructuring jobs to enable work to be relationship between telecommuting/ performed from anywhere. 3 TAFEP Telecommuting Guide Introduction For the EMPLOYER Risks/Challenges Telecommuting and remote working are Benefits/Advantages not new practices and there is meaningful Increases the employer’s ability to attract and Decreases feelings of employee connection with research and significant experience to guide retain talent by providing employees with the organisation/team, workplace culture, and employers and employees on how best to greater flexibility, autonomy, and independence. leadership visibility/contact. maximise the benefits of telecommuting while reducing the risks. A review of current Increases employee control of their work Increases distractions and reduces productivity environment while removing many office if employees do not have access to a dedicated, telecommuting literature and virtual working distractions. quiet work area and/or have significant personal practices found that the most frequently distractions in their work area (e.g., children, noted advantages and challenges include: pets, roommates). Reduces employee commuting cost, time, and Increases the chance that employees may miss stress which can lead to increased employee out on important business context, connections, satisfaction and productivity, improved and project information. employee health, and reduced sick leave and absenteeism. Reduces overhead costs including renting Requires access to appropriate technology, physical office space, utilities, and supplies. secure systems access, reliable internet service, and timely technical support. Supports disaster recovery and business Reduces interactions with colleagues outside continuity planning by enabling telecommuting of their team/function which can increase silos employees to work under unusual circumstances between functions and reduce collaboration and like natural disasters or health emergencies (e.g., cross-functional connections. Covid-19). Promotes corporate social responsibility by Increases risk of systems and information reducing traffic and infrastructure demands, security breaches if proper procedures/ rush-hour congestion on public transportation, protections are

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