In the never-ending quest to attract and retain talent, many talent leaders are turning to at-home work arrangements. For key roles where off-site, remote or at-home work makes business sense — such as phone-based customer service, sales or support, or certain technical professionals, such as analysts or technical writers — talent managers hope that candidates or existing employees will see this modern work arrangement as a key benefit.

In turn, they hope to attract a wider pool of talent, increasing the number of qualified and high-potential candidates so they can be more selective and improve employee retention. But does less direct supervision and in-person contact always lead to better performance and retention?

Pajamas and Sunshine

The business logic is that at-home workers save time and money on commuting, thereby achieving better work-life balance. They also get to work in the presumably idyllic comfort of their own homes. Office politics and intrusive gossip are nonissues. And in response to the trust and autonomy bestowed upon them, the at-home workforce performs better and stays with the company longer.

Theory? Meet reality. In reality, there are potential benefits of an at-home workforce — if the right people are in these roles and they have appropriate support.

As with any work redesign or similar initiative, talent management processes need to align with talent and business strategies, both of which inform and rely on a talent measurement approach and business intelligence generated about employee competencies and skills.

Often, anticipated hard-cost savings — real estate and infrastructure — are combined with potential retention benefits to estimate ROI for the business case in these arrangements. Certainly, in high-volume, high-impact roles, increasing retention is a bona fide need on its own. However, are talent leaders prepared to support a remote workforce from an infrastructure and a business process perspective? Are they equipping managers and supervisors with the skills they need to successfully lead virtual teams? Is the company really ready for all that an at-home workforce implies?
It Takes a Steady Hand