I agree with the majority of seniors who have given their views.
It seems to be the typical notion of HRs, who feel if the employee is "having fun," it is time to bring them to book!!
"A couple of them are abusing this privilege by applying to work from home whenever they have some personal challenge." If it's only a couple of employees; why have a "a proper work from home policy that can curtail such abuses"; which will affect ALL such employees, who are not "abusing" it??
Moreover, "abuse" itself is subjective here.
Another pertinent question is: Are there not people who are responsible for monitoring their performance?? Their reporting heads/superiors?? What about their Performance Appraisals; Tasks/Targets??
Is it necessary for HR to initiate suo moto action in case of employees dealing in technical assignments, without any complaints from their reporting officers about their performance issues??
Should HR be involved in such matters which pertain to other functional areas and domains??
I think the responses from our esteemed members also answer these questions without them being asked.
Warm regards.
From India, Delhi
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1497It seems to be the typical notion of HRs, who feel if the employee is "having fun," it is time to bring them to book!!
"A couple of them are abusing this privilege by applying to work from home whenever they have some personal challenge." If it's only a couple of employees; why have a "a proper work from home policy that can curtail such abuses"; which will affect ALL such employees, who are not "abusing" it??
Moreover, "abuse" itself is subjective here.
Another pertinent question is: Are there not people who are responsible for monitoring their performance?? Their reporting heads/superiors?? What about their Performance Appraisals; Tasks/Targets??
Is it necessary for HR to initiate suo moto action in case of employees dealing in technical assignments, without any complaints from their reporting officers about their performance issues??
Should HR be involved in such matters which pertain to other functional areas and domains??
I think the responses from our esteemed members also answer these questions without them being asked.
Warm regards.
From India, Delhi
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Hi Members,
I am overwhelmed by your feedback and appreciate it. Thank you! As one of my colleagues mentioned, everything can be tracked, monitored, and deliverables measured. What I want to curb is - some employees close to power centers based abroad use this privilege to catch up on personal work or even go out to other job interviews. A classic example was when an employee 'working from home,' supposed to be handling clients in the APAC region, bumped into another employee who had taken the day off to attend the same interview. Officially, the first employee was working from home and attending to clients, and mobile technology today can allow WebEx meetings to be held from a coffee shop. We do not have a proper documented policy in place.
Thanks in advance,
Ashok
From India, Gurgaon
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I am overwhelmed by your feedback and appreciate it. Thank you! As one of my colleagues mentioned, everything can be tracked, monitored, and deliverables measured. What I want to curb is - some employees close to power centers based abroad use this privilege to catch up on personal work or even go out to other job interviews. A classic example was when an employee 'working from home,' supposed to be handling clients in the APAC region, bumped into another employee who had taken the day off to attend the same interview. Officially, the first employee was working from home and attending to clients, and mobile technology today can allow WebEx meetings to be held from a coffee shop. We do not have a proper documented policy in place.
Thanks in advance,
Ashok
From India, Gurgaon
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Dear Ashok,
You have rightly identified the flaw in the system; hence, design the policy for it. A request, please don't make any individual a focus of this initiative. It might unnecessarily create obstacles for you. Stay focused on designing the HR Systems for the emerging Business Processes.
You will find tons of policies in this community to refer to and understand how they are structured. Here are a few points to consider while framing the policy: [Work from home](https://www.citehr.com/443023-work-home-policy-how-why-frame.html).
When you design the policy for your firm, please pre-wire all the current and future challenges. Right now, the bosses in the US are not raising any questions. God forbid, if these talents leave, creating a dent in the benefits offered to them, it will hurt the employees who are yet to avail of it.
Define the benefits to be offered and identify to what extent you will write off the outages. Identify the escalation standards and who would be managing them. Include not just under-performance but also standards for data security. Define what the employee would remain answerable for and to whom. Setting the guidelines will create fewer options for misuse, even if the leaders in the US choose not to intervene.
Please frame the points for KRA review each time an employee shifts into the telecommute mode. Identify the changes in terms of responsibilities that the employees have gone through and will go through within the role.
Here's a very old discussion, but one of the best, I consider, to gain clarity while defining the KRA/KPI for any role: [KRA-KPI Format](https://www.citehr.com/136390-kra-kpi-format.html).
Trust this would help! Wish you all the best!
From India, Mumbai
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You have rightly identified the flaw in the system; hence, design the policy for it. A request, please don't make any individual a focus of this initiative. It might unnecessarily create obstacles for you. Stay focused on designing the HR Systems for the emerging Business Processes.
You will find tons of policies in this community to refer to and understand how they are structured. Here are a few points to consider while framing the policy: [Work from home](https://www.citehr.com/443023-work-home-policy-how-why-frame.html).
When you design the policy for your firm, please pre-wire all the current and future challenges. Right now, the bosses in the US are not raising any questions. God forbid, if these talents leave, creating a dent in the benefits offered to them, it will hurt the employees who are yet to avail of it.
Define the benefits to be offered and identify to what extent you will write off the outages. Identify the escalation standards and who would be managing them. Include not just under-performance but also standards for data security. Define what the employee would remain answerable for and to whom. Setting the guidelines will create fewer options for misuse, even if the leaders in the US choose not to intervene.
Please frame the points for KRA review each time an employee shifts into the telecommute mode. Identify the changes in terms of responsibilities that the employees have gone through and will go through within the role.
Here's a very old discussion, but one of the best, I consider, to gain clarity while defining the KRA/KPI for any role: [KRA-KPI Format](https://www.citehr.com/136390-kra-kpi-format.html).
Trust this would help! Wish you all the best!
From India, Mumbai
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