Virtual Touchpoints (Humans@WORK, #1) / Humans@WORK (ePub)

Most people who work virtually love it. More people are demanding this as an option. Despite the efforts of companies like IBM, Yahoo, Bank of America, and Aetna to try to reverse course and pull the virtual workers back into the office, virtual work is a trend that will not roll back. Mostly for control issues and out of desperation, companies try to turn back time. Workers are having none of it. Smart companies are not either. Depending on the source, 40% or more of the workforce is currently working virtually. The number of days, hours or some other criteria often qualifies this. What is undeniable though is that this number is growing.

In 2015, IBM boasted that 40% of its work force was virtual and that it had the tools and systems to support this trend. Surveys conducted by Gallop support 20% of the workforce works virtually full time and about 43% works virtually some of the time. Many giants like United Healthcare, Salesforce.com, American Express and Amazon support a virtual workplace. Virtual work is desirable, improves the quality of life and allows for work-life balance and autonomy. Do not interpret this incorrectly, it has its challenges. Nevertheless, consistently, it cuts cost for both the employee and the employer, increases employee satisfaction and retention, and broadens recruiting circles.

The bigger picture is that most companies do not know what to do with the virtual workforce. They are not sure how to lead, inspire, or measure performance. With a workforce spread across the globe and teams in different time zones and on different continents, synchronous and asynchronous communication is critical. The tools currently available and coming are making virtual work more accessible to more people. The tools are getting better but a company's ability to provide these tools varies. They help employees communicate with new paths and easy access. Virtual employees can travel in the same connection circles, like walking down the hall to the old water cooler. Organizations that support virtual workers tend to be flatter (less hierarchical), more inspiring and more inclusionary. They are more open to innovation and more interested in results.