The health emergency that began in 2020 was an important springboard for remote working. According to the Milan Polytechnic University, before the pandemic there were 570,000 Italian workers involved in remote working projects. In March 2020, during the first lockdown, this number experienced a tenfold increase. Even to this day, the number of people working remotely exceeds 5 million.
Flexibility, redesign, productivity and savings.
The advantages and potential of remote work, forcibly experienced on a mass scale during the pandemic, are leading many companies to a new “hybrid” work organisation, which will blend face-to-face and remote work, making the place and time boundaries of subordinate work more fluid.
Some sectors have been implementing extremely flexible agreements and regulations, leaving the choice of working on site or remotely to employees. In addition to pondering which activities should be performed on site, many companies have been reconfiguring (and in some cases reducing) work spaces.
However, implementing remote working policies goes beyond simply working from home. And the relevant legislation is quite clear on this front, when it defines remote working as:
a service performed partly on and partly away from company premises, without a fixed location (Art. 1 of Law 81/2027).
Furthermore, remote working is not aimed, strictly speaking, at work-life balance, which can be a result, albeit not being its chief purpose.
Increasing corporate competitiveness
It is the primary purpose of remote work, applied as an organisational tool, which shifts the evaluation of subordinate work from time to performance results. Management must have the possibility and the ability to assign objectives and monitor (even remotely) their achievement, also balancing on-site and remote work as warranted by concrete organisational and production needs. Equal consideration must be given to the use of technologies (with related investments), as well as to the protection of company know-how, and the rethinking and revision of internal company procedures and regulations.
Only within this perspective can a company benefit to the fullest of its remote working potential.
How much does it cost?
The service is always tailored and provided on the basis of a fee agreed with the client, defined on the basis of the size and complexity of the corporate organisation.
An agile organisation pays off its investment in terms of both costs and efficiency.
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