The survey conducted by Empirica in 1999 revealed the growing interest being displayed by European firms in this new form of work. Nevertheless, the decision-makers still see barriers standing in its way.
As pointed out earlier in the definition of teleworking, one of the characteristics of the work is that is carried out away from the site of the principal who has no physical possibility of maintaining a direct watch on the execution of the work. This is what seems to be the problem among many of the decision-makers [TW 00].
There are, in fact, 62% who see the problem of remote protection of data as a major obstacle, while 55% consider there in insufficient guarantee as to the productivity of teleworkers and the quality of the work they carry out. 54% also consider that the main problem lies in the organisation of the work and the remote management and control of the teleworker.
On the other hand, the lack of interest shown by the personnel of the firm is regarded as a minor obstacle (37%) as is the possible resistance on the part of trade unions, this being the least of the fears expressed by the decision-makers (25%).
Other obstacles put forward as blocking the path to the introduction of teleworking include the lack of willingness to change (50%), the costs involved in implementing the system (48%), the problems of communicating with the teleworker (46%), insurance and health problems and legal issues (40%).
It can nevertheless be seen that decision-makers have changed their ideas on obstacles since the time of the first teleworking experiments. In 1985, the lack of any real desire for change and the perception of the costs involved headed the list of barriers to the introduction of teleworking. In 1999, they occupied fifth and sixth place.
Now it seems that the stage of resistance to change in the face of more or less imaginary obstacles has given way to concrete question concerning methods and daily management.
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Ranking of Barriers to Telework in Europe in 1985, 1994 and 1999 |
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1. Lack of any pressure to change current practice |
1. Insufficient knowledge |
1. Data security problem |
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2. Expense |
2. Difficulties of managing and supervising teleworkers |
2. Productivity/ work quality |
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3.Organisational effort |
3. Problem of organising communication with teleworkers |
3. Insufficient knowledge managers |
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4. Lack of supervision and control |
4. Expense of computing equipment and telecommunication services |
4. Difficulties of managing teleworkers |
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5. Inefficient computing equipment |
5. Lack of any pressure to change current practice |
5. Lack of pressure to change |
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6. Training effort |
6. Reasons relating to productivity or work quality |
6. Expenses |
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7. Lack of acceptance by staff |
7. Employees would not want to telework |
7. Problem of organising communication |
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8. Resistance from trade unions |
8. Health, safety, insurance, security or legal problems |
8. Health, safety, insurance or legal problems |
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9. Resistance from trade unions |
9. Employees would not want it |
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10. Resistance from trade unions |
Source :Empirica (ECATT, 1999), cf www.ecatt.com