the danger of getting telecommuting wrong
Long time Weird Things readers have met tech skeptic Evgeny Morozov several times over the last year, and while usually I welcome his contrarian and pragmatic take on tech evangelism, his recent article at Future Tense seems to have gone somewhat astray. While trying to list all the ways in which telecommuting made work/life balance worse for many, he ended up showing how telecommuting can fail when the bosses don’t know how to manage it and the workers don’t get the reasoning behind it. Now, this isn’t to say that working from home is for everyone and every job can be done via a computer. Some people need the discipline of the office and professional customs of certain industries demand face time. But a lot of tasks can be done in a home office and not having a daily commute saves money for both the employers and employees. With less on-site workers, companies can save on office space. With less driving, workers save on gas.
But according to Morozov, telecommuters are putting in more hours, are more likely to be single, implying they don’t have families, and their bosses end up either micromanaging or unsure what to do with remote subordinates. Therefore, he continues, rather than being the wave of a future letting us better manage work and play time, telecommuting is being abused to make us work a lot more and its results are mixed at best for employers. I would be inclined to agree with this at least in part if every example he provided for his conclusion didn’t show that those involved just lunged into telecommuting with little thought or preparation. For example, his anecdote of a big government office failing at telecommuting highlighted an interesting bit of managerial double-speak that’s quite revealing. Supervisors didn’t know how to evaluate finished work and quality was slipping. How would they know quality was slipping if they didn’t know how to evaluate the work and why were there no guidelines on how to judge the work being done remotely? Sounds like a glaring management oversight of a key issue. And it only gets worse from there.
The now telecommuting employees, used to strict workdays, punching in and out, and filling out time sheet after time sheet based on hours defined by their position didn’t know if they put in a sufficient amount of hours. But putting in the hours isn’t what telecommuting is about. It’s about getting a task done up to spec on time. If you’re done early, good job. Take five and vacuum, or watch a little TV as a reward, or go on a quick jog to get yourself amped up for the next thing on your to do list. Remote work is supposed to help get things done efficiently and keep morale up by getting workers out of that most wretched invention of the 20th century: the cubicle. It’s not a way to cram in more hours into the workday. Humans can only do so much quality work in a day so trying to make them do more is simply not going to work out. For example, programmers can typically write decent code for about six hours. After that code quality goes down because we’ve spent most of our workday staring at code, screenshots, hexadecimals, and test results. Making us write code for another four is just going to give you crappy code that needs to be fixed.
I’m sure you see where this is going. If you see telecommuting as a way to wring more hours out of the day, you are doing it wrong. If you see working from home as sitting behind a desk for X hours, you are doing it wrong. Working remotely is not having a cubicle away from the office, it’s a completely different mindset which prizes completion of projects over face time in a cube. Yes, it’s really easy for managers who started their careers when PCs were still new in the business world to use the ass-in-the-chair metric, but it’s a lousy metric for anything other than employee attendance. These managers are the ones who install spyware and micromanage telecommuters because they can’t accept that they hired grown adults who should be able to be responsible in how they use their time and get work done. It’s a very 1950s and 1960s way to run an office but it’s pervasive because frankly, it’s easy and familiar. It’s not that telecommuting’s promise failed, it’s that a whole lot of companies out there never got the hang of how to do it and end up with a lot of remote workers they don’t know how to manage and do telecommuting wrong.