I recently read an interesting report in The Economist that really got me thinking about something that many HR executives are coming to see as a problem: how do we foster a more portable, “always on”, virtual type of working style for our employees while, at the same time, retaining the kind of cohesiveness and sense of control that made the last century so unbelievably productive?
The argument has always been that as technology grows more sophisticated (and perhaps sophisticated isn’t the right word), we grow more productive, we break free of “Malthusian equilibrium” and so, from a very modern historical prospective, we are liberated from the arduous nature of “labor”. And, to a certain extent, we’ve really seen this kind of evolution.
Computers have changed everything, right? Well so have cellular phones, fax machines and the internet. The necessity of the vast cubical farms that make Dilbert cartoons so funny, from a technical standpoint, really isn’t there anymore.
But there is still that practical standpoint. Technically, we could save hundreds of thousands of dollars by doing away with the vast majority of our office space, and sending our employees home with their “terminals” and getting them all a Blackberry and an HP C1340 All-in-one printer. Done. We might even save enough to pay a percentage of their rent or mortgage and upgrade their health coverage.
But will they work?
My guess, along with virtually everyone else’s, is that, no, they will not work. So if we are going to actually make use of our new gizmos in the work place, we need to find some way to reconcile the more recent advances in mobile technology, bandwidth, and mobile computing with the stationary, “conventional” (and this is perhaps the focus for change), work arrangement; to knit the two together with some rather unconventional Human Resources Management.
We all know how they are doing it at Google, Yahoo and Microsoft. But how do we do it at the insurance company, the consultancy, the paper distributor?
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