Exploring the role of an organization in implementing a Work-From-Home Strategy

Organizations are trying to move quickly to adopt remote working policies into their organizations as to attract and retain top talent, reduce office space costs, and increase productivity. As many of these strategies were quickly adopted by South African ICT organizations during the COIVD-19 pandemic, organizations are still somewhat unclear on what their role is with regards to ensuring long term adoption of remote working. Thus, this study explored the role of the organization with regards to a work-from-home strategy. It was found that the organization is responsible for formalizing the chosen strategy, creating supportive policies, and adapting its management styles to facilitate remote working

Developing a model to assess Feasible Capacity to Work-From-Home

With the growing popularity of Work-From-Home (WFH) organizations have been required to adapt their ‘ways of working’ strategies to the ‘new normal’, as both employees and organizations aim to reap the benefits of WFH. This has resulted in organizations and their leadership teams needing to create WFH strategies for their organizations. With many of these WFH strategies developed in isolation of all stakeholders, with the feasibility of these WFH strategies remain uncertain. Therefore, this research task has reviewed literature to develop a conceptual model that describes how leadership teams can make informed feasible WFH strategy decisions, through the concept of a Theoretical Capacity to WFH. The proposed model describes the WFH Domain and how the WFH Domain influences the Feasible Capacity to implement a feasible WFH strategy. Thus, indicating to leadership how to form a feasible WFH strategy for their organization