Switch

The numbers of employees who work from home, so-called teleworkers, has risen dramatically in the past decade or so, enabled by the internet and the availability of high-speed broadband in many areas of the country.

In the US it’s the same. According to Fortune Magazine this week, nearly half of U.S.-based companies currently have employees who telework, or work from outside the office. And President Obama has just signed into law the 2010 Telework Enhancement Act, which gives government agencies six months to establish a policy on working outside the office and create training programmes for teleworkers and their managers. It is estimated that the bill will affect approximately 1.2 million government workers.

On the one hand, if you’re fairly well-disciplined and not easily distracted by the lure of all those day-time chat shows discussing marital misdemeanors, last night’s washing-up piled up in the sink, or the possibility of cleaning out the rubbish bins (yes, for the easily tempted, even these can seem highly preferable to writing up that project report!), the ability to work from home is an absolute god-send.

On the other hand, when your home is also your workplace, does it become more difficult to switch off from work, to focus on the family instead of business, or to think about domestic issues rather than work issues? Do you need different skills in order to navigate a healthy  path between being effective when you’re working at home and effective when you’re at home and not working?

Interestingly, a recent piece of research from Charlotte Fritz at Portland State University and her colleagues Maya Yankelevich, Anna Zarubin and Patricia Barger at Bowling Green State University, has explored the relationship between switching off from work during non-work time (a.k.a. ‘psychological detachment’), well-being and productivity.

I think that most people would probably agree that being able to distance yourself mentally from work when you’ve left the workplace is a good thing because it helps you to recharge your mental, emotional and physical batteries. The research suggests that there is a linear relationship between psychological detachment and well-being (using the Oldenburg Burnout Inventory which measures emotional exhaustion, and the Satisfaction with Life Scale) which means the more you switch off, the higher your well-being, and vice versa.

In terms of productivity, the study asked the employees’ co-workers to rate their task performance and also their personal initiative over the past couple of weeks. The results suggest that medium levels of detachment are associated with the highest levels of job performance, whereas both very high and very low detachment are linked with lower levels of performance, in other words, the relationship is curvilinear. So whilst switching off completely is linked to a higher level of happiness, it is also linked with lower performance at work.

For more on the subject of working from home,  psychological detachment, well-being and productivity, read my posting to Positive Psychology News Daily.

Image courtesy of javez

The Australian Daily Telegraph reports today that some enlightened employers are sending their staff to “happiness classes” to overcome the negativity and stress caused by the fear of losing their jobs.

Not surprisingly, it works wonders.

I’m curious to know why the story is featured in the ‘entertainment’ section though…

Image: Peretzpup

Gallup-Healthways has recently issued details of their Well-being Index – a survey of over 100,000 Americans which shows that employees who are unhappy at work take, on average, an extra 15 days sick leave a year. Yes, that’s right, an extra 15 days a year.

The survey assesses well-being at work by asking employees about

i) job satisfaction,
ii) whether their boss is authoritative or collaborative,
iii) whether there is openness and trust in the workplace and
iv) whether their individual strengths are recognised.

Just over a fifth of full-time employees apparently reported working in a negative environment. Even if only a half of those surveyed are full-time, this still equates to an enormous amount of lost productivity.

Clearly this has significant cost implications for business and for the economy in general; so any organisation, profit-making or otherwise, which doesn’t take employee well-being seriously should probably think again.

I’ve got a couple of meetings in London this week, one at the University of East London over in Stratford. Last time I went to London I just bought tube tickets as I went along; this time I thought I should look at getting an Oyster card, which I thought would definitely save time and maybe save money as well.

So I looked at the Transport for London website for information about the Oyster card, and costs of ‘normal’ tube/bus/train tickets to compare it to. After searching various web pages, at last I found a 20 (yes twenty) page brochure of tube/bus/train ticket costs for 2007 called ‘Your Guide to Fares and Tickets: Tram, Tube, bus and DLR’. I’m sure to find the answer here I thought. Not a chance. Having trawled my way through tables, capping rates, travel card and season ticket options, I was simply delighted to notice that at the end, as if the previous twenty pages weren’t enough, the brochure listed the titles of five other leaflets I could pick up from the Tube Station if I needed further information. Sacrebleu!

Compare this complete fiasco with my travel experience in France just after Christmas, when I wanted to get from Charles de Gaulle airport to central Paris. I get a 1 page summary of all the ticket options from the information desk. That’s it. One page. Admittedly it wasn’t a nice glossy brochure, in multicolour with graphics and a lots of diagrams. In fact, it was pretty poorly photocopied sheet of paper in black and white. It wasn’t even one page, it was HALF a page (the other half is left blank for notes), and it’s A5 at that. But it did the job superbly. I got the ticket I wanted straightaway.

The French definitely know something about Customer Service that we in the UK don’t. Plus, and this is where they have a huge advantage, they know how to be concise when it really matters. None of this ‘business speak’ that we so love and revere in the UK.

Think about how much time it takes to write a 20 page brochure, check its accuracy, and keep it up-to-date. And all the time (and money) it takes to maintain the myriad of different pricing tariffs that the brochure tries to explain. According to the Economic and Social Research Council, the good news is that UK productivity has increased substantially across each of the last four decades. However, they also quote data from the Office for National Statistics which shows that France has higher labour productivity per worker than the UK (see the paragraph called ‘Comparative Productivity: International), and this has been the case for many years. Another example of where ‘less is more’.