Dell to Move Large Numbers of Employees to Flexible and Home Work

dellFor those keeping score on the work-from-home issue: there are those who believe making people get to the office can increase innovation and can even help turn a company around.

Others say home work can reduce costs, increase productivity, decrease burnout, and attract top talent. Stack Exchange says that telecommuting is not only allowed but is essential to its successful culture.

Dell has now voted, and it is coming down hard in the direction of telecommuting.

The company, Business Insider notes, sells IT equipment that makes people more mobile, so it wants to eat its proverbial own dog food. But it says that “Dell’s commitment to remote work is the biggest we’ve ever heard of … showing other big companies that remote work is not something to be feared but should be encouraged for thousands of workers.”

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On pages 57 and 58 of the new Dell document I’ve embedded below, Dell says it wants 50 percent of eligible global employees to have flexible schedules, and that it wants “to help leaders at all levels to successfully transition from managing face-to-face to managing globally dispersed teams.”

Incidentally, there are a couple of other tidbits in there that might be of interest, including:

  • Thirty-seven percent of Dell hires come from employee referrals.
  • It wants to “increase university hiring to a rate of 25 percent of all external hiring.”


3 Comments on “Dell to Move Large Numbers of Employees to Flexible and Home Work

  1. This is much harder to manage than it sounds. Yahoo! apparently had a terrible experience at this.

    Dell was one of the companies that taught us to outsource and offshore everything. [Unfortunately their stock price went third world right along with their customer service.] I wouldn’t expect this to turn out any better.

  2. I worked for Dell on an national team for 7 months and the telecommute thing worked pretty well. You do have to be intentional about coordinating weekly goals, interactions and tracking. But, that’s a good thing to do in any managed work situation. Once you get that part down, telecommute is no different than working on different floors or different buildings on the same campus.

  3. Thanks for sharing. I knew people who worked on the Yahoo Telecommuting process, and it was poorly managed and even less understood by the executives.

    Telecommuting is a technology driven HR change, and HR professionals must be well schooled on how to measure its success, and consistently champion it to managers and executives. The resistance of many managers and executives in Yahoo, I am told, contributed in no small way to the decision to eliminate it.

    It was a bad move by Yahoo to end Telecommuting in this day and age of HR global evolution. But in a slow economy such strategic fumbles take much MUCH longer to come to the fore. Much like Microsoft’s outrageous performance evaluation system which had created internal morale and productivity blocks for years.

    The old school mentality is that employees who are at home are twiddling their thumbs and eating cheese cake in their bath robes. Nothing could be further from the truth– but in Yahoo, no clear measurement and metrics were consistently provided to management and executives to support and show (in numerate measurable terms) the benefits of Telecommuting.

    I am a strong supporter of Dell and its promotion of Telecommuting. I know that once Dell executives continue to monitor and experience the savings to the company, the boost in the morale and savings to employees, and so long as only employees suited for Telecommuting are selected, the benefits will be incredible–and the process enlarged.

    Kudos to Dell.


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