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Telecommuters Less Apt to Quit
Posted October 09,2017 by CUNA Economics

Twenty-five percent of employees work remotely to some degree.

“Companies that allow remote work experience 25% lower employee turnover than companies that don’t support remote work,” notes an article at

A survey by Owl Labs and TINYPulse reveals the findings that run contrary to the notion that employers gain loyalty when workers are required to maintain a physical presence in a company office. 

Another interesting finding is that 65% of employees who do not work remotely would like to have that opportunity—at least once per month.

Some employees did not indicate a preference to telecommute, 52% said the reason for their choice was their job was not conducive to working remotely.

Still, about half of workers in America hold positions that would allow for remote work, at least part of the time.  Currently, around 25% of the workforce telecommutes to some degree.

Technologies like videoconferencing that provides a 360 degree view of a meeting space and internet applications prompt the trend to work away from the office, and may be influential in eliminating resistance to telework “while toppling barriers for offsite workers,” the article says.

Another new technology with impact is that of “telepresence robots” that function from as avatars to iPad holders.  They allow employees to work remotely yet still interact physically with other staffers.

Demand for highly-skilled employees is on the rise, and employers are more often finding a “distributed workforce,” so innovation in telework is a plus.  Also, remote workers experiencing disconnects from management and a shortage of career help find the new technologies useful.

Other interesting survey findings:

  • Sales and business development jobs hire remote workers 66% more than the average;
  • Smaller enterprises are twice as apt to employ full-time telecommuters;
  • Remote work is not shown to have negative impact on employee investment; and
  • Fifty-one percent of remote workers do so to strengthen work/life balance.

Those who manage remote teams think their biggest obstacle is growing a strong corporate culture, and off-site employees with managers in the office have a 25% reduction in career growth discussions.

Managers, however, “see equal performance between their onsite and remote employees;” job performance is a critical factor when employees ask to work away from the office.


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