How Workshifting is Changing the Workplace

Abstract

This research paper described how technology has changed the way people work, most recently coined as workshifting. The term workshifting was defined, and workshifting situations were explained. The virtual workplace was explained. Advantages and challenges were addressed. Management considerations, both in the management of mobile workers and IT departments, were described. The discussion concluded with a description of current and future trends in workshifting. The evidence from these discussions revealed that workshifting is not a fad or a trend: it is here to stay and will grow exponentially. In the future, workshifting will replace many traditional office settings, revolutionizing the way the world works, and changing the definitions and roles for employers and employees.

How Workshifting is Changing the Workplace

The Internet and compatible technologies have completely shifted the way business is conducted in the world, and the effects are profound, even down to how people work. Nine to five office jobs are quickly being replaced with an employee base that could be as multinational as a company is. Employees can perform work at any time, anywhere. This increased flexibility and shift in corporate structure also creates new challenges for corporations and how they manage employees. This research paper will describe how new developments in information technology has changed the way people work, most recently coined as workshifting. The term workshifting will be defined, and the workshifting trend will be described. The virtual workplace will be explained. Advantages and challenges will be addressed. Management considerations, both in the management of mobile workers and IT departments, will be depicted. This research paper will conclude with a discussion of current and future trends in workshifting. The evidence from these discussions will reveal that workshifting is not a fad or a trend: it is here to stay and will grow exponentially. In the future, workshifting will replace many traditional office settings, revolutionizing the way the world works, and changing the definitions and roles for employers and employees. The following section will define the term workshifting. Different workshifting scenarios will be described in terms of real applications being used currently.

Workshifting Defined

Shah (2012) observed that working away from the office is not a new scenario, especially for sales people where a lot of travel is an expected part of their job. However, before technology was able to support their efforts, they had to bring all materials with them to presentations, and they would have to phone into their offices for messages. Today, with the advent of technological advances such as wireless internet, the mobile phone, and applications (usually referred to as “apps”), and other technological advances, working away from the office has taken on an entirely new meaning. More employees and companies than ever are taking advantage of these technological advances to save on commute time, increased productivity, drive growth, provide business continuity, and many other benefits to both the employer and employee. This shift away from traditional offices, and having the ability to work from any location and at any time of day is referred to as “workshifting” (Shah, 2012, para. 2). The following section provides a comprehensive definition of this term and phenomenon.

Definition of Workshifting

Citrix Systems, Inc. (2012a) coined the term “workshifting.” (p. 2). Workshifting, the updated definition of telecommuting or working remotely, describes the trend of conducting work anywhere at any time, which is fueled by the advent of user-friendly systems of technology to support this pursuit. Some examples Citrix Systems, Inc. provided are, managing a team of employees from home, checking email from a mobile device such as a phone on the commute home, and a knowledge worker taking care of a client from his laptop computer while sitting in his favorite café.

Workshifting, according to Citrix Systems, Inc. (2012b), encompasses a variety of business situations where the center of business conducted changes from an employee and a customer service basis. Workshifting can apply to telecommuting employees or remote workers, as well as regular office workers who access technology to work outside the office, even if they have a regular office job at a fixed location. However, workshifting also applies to other business situations, such as having employees on a customer’s business site to establish a support department for a customer, centralizing company systems and information through one “location” that can be accessed through a variety of devices (rather than installing the same information on each individual device), and using tools to bring people together for meetings or training sessions via devices, thereby eliminating the need for travel. The focus for this research paper will be upon the shift in how people work, the technological advances that enable them to do their jobs remotely through present telecommunication opportunities, and the challenges corporations face to manage telecommuting employees. The next section will describe current, up to date scenarios reflecting how workshifting has already changed the way many different types of industries conduct their business.

Description of the Workshifting Trend

Clapperton (2010) described a growing typical scenario, different than it was twenty or even ten years ago. He described his own experience in writing his article. The editor, also a freelancer, contacted Clapperton and asked him to write the article for the publication via email. The editor and Clapperton are not employees of the publication. He wrote the article, noting that the editor was not standing over him as he was writing it, or asked for progress reports. He sent the article to the editor, and the editor published it. There was a noticeable absence of supervision and face-to-face contact. The contractor is paid not for his time, but for the product he creates. Clapperton pointed out that this scenario is becoming more commonplace as companies shift from having traditional, land-based offices with full-time employees to having a collection of independent contractors to complete a project. However, taking advantage of technological advances to work away from the office is also a growing common scenario for traditional employees as well, citing that a CEO from Microsoft from time to time uses a remote location to get his work done in solitude, avoiding the constant door knocking he experiences at the office.

As Caine (2013) observed, workshifting not only means the time and place work is performed. It is also a shift upon what is produced. Instead of employees being rated on showing up on time or how much overtime one puts in, there is a shift in rating performance upon what is produced, whether it takes a day, a week, or a month to complete.

Citrix Systems, Inc. (2012a) expressed that a result-based system of operations and management is the basis of workshifting. If a person does not show up at an office every day where the work is supervised, other criteria must be used to engage and evaluate an employee or contractor. The following section

Workshifting’s Prominence and Its Advantages and Drawbacks

This section will describe the state of workshifting as it is used today, as well as future predictions of its continued growth. Advantages and disadvantages of workshifting will be explained from the both the employer’s perspective and the employee perspective.

How Many Companies Use Workshifting

Companies are already well versed in using technological advances for communication (email), promotions, research, and marketing (Internet), and communication (mobile phones, texting). Certain industries have been workshifting for a long time, but did not have the mobile support that is available today. Moreover, most companies do not utilize these technologies to their fullest advantage.

In order for this to happen, corporations need to take a grass roots approach to a change in the corporate culture and management style. “Finally, social technologies can ‘disintermediate’ commercial relationships and upend traditional business models” (Chui, Manika, Bughin, Dobbs, Roxburgh, Sarrazin, Sands, et al., 2012, p. 3). According to Citrix Systems, Inc. (2012c), most companies intend to have remote workers by the end of 2013. Out of the 500 companies Citrix Systems, Inc. polled, an overwhelming 93% stated they would instill teleworking and reap its benefits. As the next section will show, the growth of workshifting in the next few years is expect to grow at a rapid pace.

Future Growth of Workshifting

For 2013 alone, the number of workshifting employees is projected to grow to 1.2 billion workers. Citrix Systems, Inc. (2012c) predicted that up to 25% of workers will telecommute by the year 2016. In the United States alone, Citrix Systems, Inc. (2012e) stated, the number of workers who work from remote locations will be a third of the working population.

While a description of workshifting can sound like workplace and technological utopia to some, there are several advantages and disadvantages of workshifting for both employers and employees. The next section will list the benefits and drawbacks of workshifting from the perspective of the employer and the employee.

Workshifting Advantages and Disadvantages

Employee Advantages. As Johns and Gratton (2013) observed, the advantages for employees is to be able to work from wherever they like. They have the flexibility to either earn their living as a freelancer, or to work for a company with a more traditional structure, but have telecommuting options. Also, it is less expensive to work, as commuting costs will be limited to the monthly fee of Internet service. As Citrix Systems, Inc. (2012a) expressed, this usually results in increased employee productivity.

Employee Disadvantages. Johns and Gratton (2013) noted that people might miss the corporate culture of going to an office every day, the comradery, and the creative collaboration that traditional offices often contain. Remote workers do not talk around the water cooler, or have hallway discussions.

Moreover, as Johns and Gratton stated, employees and freelancers have some trouble with unclear boundaries. In an attempt to assert control over workers, sometimes remote workers find employer stipulations restricting, such as demands to keep on remote viewing devices for the hours employees work, or programs that count an employee’s keystrokes while they type.

Employer Advantages. Johns and Gratton (2013) noted that since the shift of workers from a central office to remote locations has occurred, it provided managers with the opportunity to draw from a larger talent pool for projects, no longer restricted to workers in a specific geographical location. Also, companies began to realize the cost savings they could experience with less of a demand on overhead. Moreover, they had access to freelancers that could work on special projects for their companies where they could pay less for the work, and also save on usual overhead costs such as healthcare.

The savings in expenses are significant for corporations, according to Citrix Systems, Inc. (2012c). Corporations have an easier time maintaining talented employees with higher flexibility. Workshifters cost up to $20,000 less than in-office employees per year. Workshifting technology such as videoconferencing saves between $2,000 and $11,000 per year in traveling expenses. Citrix Systems, Inc. (2012b) also pointed out that mobile workers can access work from their own devices. By allowing employees to use their own laptops or desktops from home, the company also realizes expense savings. Plus allowing workshifting to occur is environmentally friendly, cutting down on the number of cars on the road every year.

Another advantage of workshifting, according to Citrix Systems, Inc. (2012b), is the ability to maintain business continuity and sustained growth. Businesses have the increased ability to satisfy their customers regardless of inclement weather conditions, disasters, and other factors that could normally disrupt a business, sometimes for weeks. Businesses can meet customer service demands across the globe 24 hours a day 7 days a week because of the streamlined process, the improved efficiency. This business stability encourages sustained growth. Also, with the right IT support system in place, data is protected and risk is decreased.

Employer Disadvantages. Johns and Gratton (2013) stated that some managers or companies might feel like they’ve lost control over the employees. In having the employees in one location, managers could look over the shoulders of an employee to see how the employee was progressing on a project. With no central place for employees to be every day, managers no longer can monitor an employee in this regard. However, as Clapperton (2010) eloquently explained:

If we’re going to wring even half of the potential we can out of mobile technology then it’s not the technology that needs to change, it’s the way we treat the people. They need to be treated as adults who can be trusted to perform the tasks allocated to them, rather than as kids who need the boss standing over them in case they should go off to watch the television.

Managers might also have to acquire new skills in order to coordinate their pool of talent on a project, stated Johns and Gratton (2013). Each employee’s part and responsibility have to be clearly defined in order for a project to be managed efficiently. However, as painful as it can be for some to acquire this skill or learn to let go, this can also result in increased efficiency, as Johns and Gratton (2013) stated, citing examples of companies where productivity was improved with teams of virtual workers when compared with teams of employees that worked in a traditional office setting. Many of the disadvantages of workshifting, when managed knowledgeably and proactively, can be abated. The following section will explain the factors managers and corporations should consider in the management of workshifting employees.

Management and Workshifting

Managing employees used to be cut and dry. They either showed up for work or called in sick, showed up on time or were late, put in their full forty hours or didn’t. If people are no longer judged upon those criteria, corporate management must be aware of the pleasures and challenges associated with workshifitng employees. They must come up with a system on how to monitor performance, and create corporate policies that support the worker and the manager and corporation to this pursuit. Also are special considerations for the management of IT departments in supporting the mobile desktop for its employees.

Managing the Workshifting Employee

Managers have to be savvy when it comes to managing workshifting employees. As RSA (2013, April 8) noted, technology can become part of the problem rather than the solution. RSA found that 70% of employees polled felt alienated or indifferent to their jobs, noting the high degree of job dissatisfaction. Sarker, Xiao, Sarker, and Ahuja (2012) observed that while having 24-hour capability to conduct business across the world and access to employees might be viewed as a positive from the management’s point of view, their employees might not share the same point of view. As Sarker et al. depicted, constant intrusions 24 hours a day could negatively impact the health and well being of employees, which is something that remote workers are more vulnerable to than office workers and disrupt the life balance of the employees.

Managers have to be aware of the different attitudes employees might have. Sarker et al. (2012) found that employees in the IT industry tended to have three types of attitudes about working from home, which is part of how employees balance work and life obligations. At one extreme, some employees want a complete separation from work and home. They tend to pick a designated time to turn off their cell phones and are inflexible in terms of overtime or late night calls from the boss or a client. At the other extreme, some employees do not have any set boundaries between “me” time and company time. They prioritize work life first and foremost over everything else. There are some employees who fall in the middle of the spectrum. They don’t mind some intrusions sometimes, when it can’t be avoided, but will draw the line when the intrusions become too frequent.

Sarker et al. (2012) stated that it is important for managers to assess the nature of their business. For instance, managers need to know if their business can shut off at certain hours, or if it operates around the clock, and if the business serves clients nationally, or if they serve clients around the world, necessitating for customer contacts and meetings at odd hours. Also, managers should assess the culture of the corporation. For example, if the corporation’s cultural climate encourages and expects employees to be on call every waking hour and into the night, finding employees with the same attitude might be advantageous.

From there, managers should find out from their employees what attitude they hold towards the blending of personal time and company time, based upon the criteria explained above. According to Sarker et al. (2012), the most effective way to address the issue is after the business needs are assessed, upon hire, employees should become a part of the decision process on how to meet the needs of the business and negotiate the terms. For instance, employees that are part of the same project might agree to establish a rotating schedule where team members are responsible for an “on call” night and be available for phone calls and meetings. In this way, regardless of the attitudes employees have about personal time and work time, there are set guidelines for everyone to follow, and it is easier for employees to maintain important work life balance with clearly defined boundaries. Other considerations, stated Workshifting Online (n. d.), is in establishing guidelines for compensation for expenses, the hours worked, vacation time, and other factors for employment.

As important as managing the workshifting employee is the management of the department that will most likely play a role in the support of workshifting employees – the IT department. The following section will explain the challenges to IT departments in supporting workshifting employees.

Special Factors for the Management of IT Departments for Workshifting Support

Dietrich (2012) made this observation: “The required changes to existing IT infrastructures can be highly complex and often simply no longer mesh with how IT used to work” (para. 1). He attributes this shift to IT department infrastructure to the “consumerization of IT” (para. 1). Consumer products and business applications have now blended to the point where the line is not clearly delineated. No longer do IT departments worry only about networks, attack prevention, fixing hardware breakdowns and software glitches, and firewall issues. They now have to consider Ipad and laptop compatibility issues and creating a system that is completely accessible to remote workers within minutes. As Dietrich stated: “To achieve optimal business results, executive leaders must manage the adoption of mobility as a strategic business transformation, not an IT project” (para. 2).

Dietrich (2012) explained that initiating and supporting a virtual office for mobile and remote workers needs to be a well thought out plan where all aspects of a business is considered. It cannot be the exclusive project of the IT department. The business should be assessed for its current and future needs, its goals, and anticipated growth. Moreover, the corporate officers should consider how technological changes will change the way the company does business.

The IT Components of Workshifting

Since workshifting is the next step in the evolution of technology driven support for employees and companies to conduct work from different locations outside of the office, there are a number of factors to consider on the IT side to support the company in its business pursuits, whether it is from one fixed location, or from several locations around the world, or from the homes of two hundred employees. Following is a description of the factors that support the virtualization of the office for mobile workers. The key components that were responsible for the growth of the virtual desktop will be described, as well as issues one must consider with allowing employees to use their own devices for work, and the solutions some companies have packaged to help companies make the transition smoothly and maximize the cost savings associated with workshifting.

The Technology Needed to Support Corporate Workshifting: IT Requirements

Chui et al. (2012) stated a company can be in possession of the technology needed to increase efficiency and decrease costs. However, the personnel within the company must be willing and capable of using those devices and software programs to maximize their potential usefulness. Also, as Johns and Gratton (2013) expressed, companies might go through some growing pains as they learn to navigate through new territory to adjust to new ways of working. On average, Clapperton (2010) stated, it takes approximately six months for companies to adjust to managing telecommuting employees, and before companies see the increase in productivity and savings costs.

Most people these days can at least operate a laptop or a cell phone, but personal applications of these devices do not solve problems for corporations or decrease costs. Companies must consider the technological needs of the company and how to maximize technological devices to maximize the benefits of their use for the corporation or organization. Also, the components of the technological support need to be understood to fully support the remote worker from other locations. There were significant advances made in the last few decades that have enabled the growth of workshifting to this point, as described below.

Clapperton (2010) delineated the Internet as the focal point for all technology. Anyone who can access and complete his or her work on the Internet can participate in workshifting, observed Citrix Systems, Inc. (2012a). The availability of broadband Internet increased mobility capabilities, Citrix Systems, Inc. mentioned, making workshifting possible. The other important component that propelled the mobile employee revolution is the increased availability of wireless internet (Citrix Systems, Inc., 2012e).

Most devices, Ipads, cell phones, laptops, have an Internet component, stated Citrix Systems, Inc. (2012a). As these devices are update or as new ones are invented, they all connect to the Internet in some manner. Also, these devices have built in components where people can access the Internet at any time and anywhere. Citrix Systems, Inc. (2012c) listed “emerging mobile technologies and web-based solutions – such as video conferencing, remote support and remote access – that empower anywhere work” (p. 2) as other available technology. The growth in faster technology and new devices and applications are expected to grow exponentially.

This presents a set of challenges on the Internet front, cited Clapperton (2010). An Internet Protocol (IP) address is assigned for any and all devices connecting with the Internet. A strain on the current system is anticipated as new IP addresses become unavailable. Moreover, managers must take into account how their web pages and employee support systems appear on smaller, mobile devices such as Smart phones.

Also a challenge, Citrix Systems, Inc. (2012c) cited, is in the compatibility of all software packaging, hardware, and technological devices. Woods (2012) observed that “Bring Your Own Device (BYOD)” (p. 1) could save a company expenses in buying the devices needed for work. However, as Woods stated, if a company has to put out the money to attempt to make all these devices and their apps compatible, it could be more costly than buying the devices themselves. Compatibility is a very important and serious issue for companies that encourage employees to use their own devices. As Citrix Systems, Inc. (2012b) observed: “To provide optimal support to the business, IT has to create a user environment with the flexibility and mobility to enable productivity wherever, whenever and however it’s needed” (p. 3).

The trick to allowing any device, whether it is a cell phone with web browser capability, a laptop, a desktop computer, or an Ipad, is allowing all of these devices to access the company through the firewalls of these devices. Firewalls protect information on a computer and from vulnerabilities, Comodo Group (2013) explained. Firewalls are a set of filters companies can set to allow certain types of information to go in and out. They protect company information from theft, and protect companies from outside vulnerabilities. With appropriate management of firewalls, companies can still protect sensitive information while promoting compatibility amongst computer and mobile equipment.

A large part of supporting remote workers is in IT support, stated Citrix Systems, Inc. (2012b). The challenge is to provide mobile workers with the same capabilities as they can receive in the office from wherever they are, and with whatever device they are using. As Shah (2012) stated, technology is very commonly used now for any business, such as cell phones and email, and for communications in global virtual teams. However, email and cell phones alone don’t allow employees to operate fully outside of the central office as if they were inside the office. “Collaboration tools” (Citrix Systems, Inc., 2012b, p. 1) are necessary to bring people together with the content of their work and the files and information they are working upon. Citrix Systems, Inc. (2012b) stated, is that all virtual desktops are centrally run out of one location, which makes data security and data control easier to manage, since certain stipulations can be applied company wide, such as preventing employees from downloading data or other types of information from the company network.

There are companies that specialize in systems that can enable company employees to access software that interconnects employees, customers, suppliers, and other important business personnel, ensuring compatibility for all software, hardware, and mobile devices through their programs. For instance, Citrix Systems, Inc. offers programs that will allow employees internet access regardless of their browser capabilities. They can also have use of software packages that enable them to have webinars, online meetings, and even train employees without having to download programs onto their personal devices. They call their system the “virtual desktop” that an employee can access with Lan, Wan, a variety of bandwidths, and from any device. Their approach is that users sign in from a secured central location to have access to any and all company information.

However, Woods (2012) stated, this approach is flawed, because it does not allow people to work within their device’s environment. Also, if the signal where they are located is weak, they might not get into the application two thousand miles away. Therefore, MobileSpan allows users to access information through their own devices and make presentations with applications that are comfortable to them. MobileSpan provides desktop virtualization through HTML applications, rather than screen applications, like Citrix. An added feature is the capability to store presentations offline in what they call a “briefcase” application (p. 2). Some advantages to their system, Woods cited, is that MobileSpan will run on any device, and one does not have to log into a separate URL in order to access company information. Rather, MobileSpan’s system is likened to a document tracker, rather than a central point where all documents are kept. Their system keeps track of records, documents, and communications, from the office location to the employee, and the employee’s device is considered an endpoint. The program sets up a storage space upon the employee’s device, but does not lose track of the content, so the company can control what is going in and out in terms of information, and keep track of who has what information.

Woods (2012) described the way MobileSpan works in the following manner: The MobileSpan product is split into two parts. The MobileSpan Gateway is a central server application that acts as a transparent browser and document proxy on the corporate network. The MobileSpan Workspace is an application that runs on the mobile device. The Gateway is a Windows application that authenticates users with single sign-on, connects to corporate content stores, and monitors documents for updates. The Workspace securely communicates with the Gateway to provide a sandboxed extension of the corporate perimeter.

Once a mobile user is authenticated through the Workspace and Gateway, the proxy runs as an authenticated user sitting at a desk inside the corporate network would run. There is no need to sign on to multiple platforms to start working, which Bunger bills as a major advantage of MobileSpan. Enterprise IT needs to make no changes to the firewall or DMZ.

“You install our application on any Windows server inside your company and you’ve created BYOD capability to anywhere in the world, to any device,” Bunger says. Woods (2012) observed that a lot of this technology is in its infancy. The next step is to create mobile applications that are compatible across all platforms. Woods mentioned two companies, Appian and Eachscape, work to have mobile apps compatible with any platform.

If companies do take matters through their own IT department, there are a few different areas to consider. Angeles (2013) noted that businesses must be aware of all the issues of supporting a remote worker, including issues with personal hardware. Some of the issues an IT department should appraise are: threat to viruses, computer hacking, degree of control over content and devices, and information theft.

As one consultant remarked, Angeles (2013) stated, many personal computers might have multiple virus infections and issues. If the business was conducting its business the old fashioned way and providing the devices for the employees, greater control can be exerted over the devices to prevent virus infections from occurring.

As Angeles (2013) learned from one consultant, many businesses do prefer to provide remote workers with their own equipment. They have a greater degree of control over the content on the device and the programs needed to support each employee. It is “recommended that companies provide telecommuters a laptop or desktop computer with broadband Internet connection to the office and other services for email, file-sharing, text messaging, Voice over IP (VoIP), videoconferencing and Web access” (p. 5).

In contrast to companies allowing employees to use their own personal technology to fulfill their job, stated Angeles (2013), companies that provide the hardware also feel that their network system and its contents are safer. Security issues are especially larger for mobile workers, because they are often working in places that offer wireless Internet connections, which are open channels, and make every mobile device vulnerable to content theft. IT departments must take these risks into consideration before sending out the hardware for use by the mobile employee. Some solutions to this problem are encrypting the files so the file is unreadable to people who are not part of the company network, using an external device, an Ethernet jack, wireless security, to protect the computer from other users on the wifi connection, and the most recommended solution, a virtual private network (VPN).

Next, two trends will be described. The first trend will explain a trend that addresses the issue of a loss of socialization, the creation of physical workspaces to allow industry professionals to gather and work together in the same space. The second will describe the trend of Internet social networks, why they are being underutilized by a majority of companies, and why their growth is going to continue to be explosive over the next couple of decades.

Current Trends and Directions for the Future

Workspaces. Johns and Gratton (2013) described a trend where workspaces are being created to help freelancers and remote employees connect that are of the same profession. This adds back the missing social component remote workers often cite as one of the factors they miss in working at a traditional office setting. These locations are either independently run or company run. It is a place where other employees or people of the same profession can land for a little while. They are often technology supportive, user friendly, and decorated similar to a café-type or homey type of atmosphere. Johns and Gratton stated that many of the people who frequent these types of sites feel that it has re-added the creative nature of collaboration, as well as the social aspect for those who are remote workers.

Social Networking. In a study led by Chui et al. (2012), the McKinsey Institute reported on the usefulness of social technologies. The trend has caught on like wildfire, and most companies are not tapping into its full potential. However, while it might seem like this aspect of online life has been almost an overnight sensation, it reflects a vision that had begun four decades ago, back in the days where there wasn’t an Internet, and bulletin boards were fragmented and run for local interests and only had local access, and were incompatible with each other. These technologies were the basis of today’s Internet social networking sites. This vision is being realized today with online social networking’s explosive growth.

Social Internet sites such as Facebook, Linkedin, and others, according to Chui et al., are only in their infancy. The potential to promote companies is being used, as companies have now become concerned with people “liking” their pages. This does not speak to the other capabilities social networking have that could assist a company not only in promotion, but also in increase in productivity, and possibly reconnect fragmented workers from around the world. As Chui et al. observed, online social networking offers a variety of functions to companies:

• “Media and file sharing: Upload, share, and comment on photos, videos, and audio” (p. 4)

• “Crowd sourcing: Harness collective knowledge and generate collectively derived answers” (p. 4)

• “Shared workspaces: Co-create content, coordinate joint projects and tasks” (p. 4)

• “Discussion forums: Discuss topics in open communities, rapidly access expertise” (p. 4)

• “Social networks: Keep connected through personal and business profiles” (p. 4)

• “Blogs/microblogs: Publish and discuss opinions and experiences” (p. 4)

• “Ratings and reviews: Evaluate and rate products, services, and experiences, share opinions” (p. 4)

• “Social commerce: Purchasing in groups on social platforms, and sharing opinions” (p. 4)

• “Wikis: Search, create, and adapt articles; rapidly access and store knowledge” (p. 4)

As Chui et al. (2012) pointed out, this list only taps the potential social technology has for corporations and remote workers. While 70% of companies use some form of online social networking, only 3% of companies use online social networking to its fullest function, indicating that companies are not realizing the potential of online social networking and fully utilizing all the functions to the corporations’ advantage. If all functions of social networking were realized, Chui et al. stated, this could increase productivity as much as 25%.

Yet, Clapperton (2010) expressed, online socialization might not completely fill the gap for socialization at the workplace. He cited one internet-based company that lost employees to traditional office jobs because they missed the social interaction. As Chui et al. (2012) depicted, if companies fully utilized the functions for social networking, this hurdle might become a thing of the past. Online social networking is increasingly being accessed with mobile devices, which is a powerful component to online social networking. This combined aspect is also only at its infancy and is anticipated to experience explosive growth in the coming decade and potential benefits to corporations. As Chui et al. explained, “social technologies” (p. 7), enable people to connect socially in ways that were never possible. It erased the physical constraints of distance and time, “and provide platforms for content creation, distribution, and consumption” (p. 7).

Social technologies must be considered in the future of managing remote workers. Chui et al. (2012) discussed that social technologies enable all social interactions to occur online. For corporations managing remote workers, this can mean that all social aspects of business can in some form be recreated on an online atmosphere and setting. This means companies will no longer miss out on the collaborative efforts that is the basis of ingenuity and creativity, and at a considerable cost savings in terms of overhead expenses. As long as valuable company data can be protected, social technologies are presently an underutilized component for companies that employ a great deal of remote workers.

Conclusion

This research paper described how technology has revolutionized the way employees and employers work in terms of their physical proximity, the way they communicate, and the very nature of their relationship. The term workshifting was defined. The virtual workplace was explained. The advantages and disadvantages for employers and employees were addressed. Management issues were discussed. Current and future trends were discussed. Clapperton noted that with increased ability to work whenever, wherever will change the culture of the workplace. This change has been slowly evolving for years. With the last decade’s technological advances, this growth has been exponential.Within the United States and abroad, humans have arrived at the point where the idea of work will undergo a seismic shift. Commuting to work could be a thing of the past for many workers, especially those who are in the business of knowledge and information.However, even with all the advances made within the last couple of years, the idea of workshifting is still in its infancy. The demand for workshifting could surpass anticipated growth projections.

References

Angeles, S. (2013, July 29). Remote workers’ success starts with IT support. Business News Daily. Retrieved from http://www.businessnewsdaily.com/4831-information-technology-managing-remote-workers.html

Caine, B. (2013). Bidding farewell to the office: How workstyles are changing. Workshifting.com. Retrieved from http://www.workshifting.com/2013/03/bidding-farewell-to-the-office-how-workstyles-are-changing.html

Citrix Systems, Inc. (2012a). Introduction to the complete workshifting toolkit: How to start, execute and maintain a teleworking business and culture. Citrix Online. Retrieved from http://news.citrixonline.com/wp-content/uploads/2012/03/Complete-Workshifting-Toolkit1.pdf

Citrix Systems, Inc. (2012b). How four IT organizations redefine the workplace. Citrix Online. Retrieved from http://s3.amazonaws.com/legacy.icmp/additional/workshifting_customer_whitepaper.pdf

Citrix Systems, Inc. (2012c). The eguide to workshifting for business executives and managers: How to start, execute, and maintain a flexible work policy. Citrix Online. Retrieved from http://news.citrixonline.com/wp-content/uploads/2012/03/Business-Manager-Workshifting-Toolkit.pdf

Citrix Systems, Inc. (2012d). Workshifiting: A global market research report. Proceedings from Citrix Synergy. Fort Lauderdale, FL: Citrix Systems, Inc.

Citrix Systems, Inc. (2012e). Worldwide workplace: The web commuting imperative. Citrix Online. Retrieved from http://www.workshifting.com/citrix_online_w3c_report.pdf

Clapperton, G. (2010). How technology will change the way we manage. Engineering and technology, 23 January – 5 February, 66-69.

Chui, M., Manika, J., Bughin, J., Dobbs, R., Roxburgh, C., Sarrazin, H., Sands, G., et al. (2012). The social economy: Unlocking value and productivity through social technologies. McKinsey Global Institute. Retrieved from http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy

Comodo Group, Inc. (2013). How firewalls protect your PC. Retrieved from http://www.comodo.com/resources/home/how-firewalls-work.php

Dietrich, S. (2012). Mobile technology: An enterprise game changer. CITO Research. Retrieved from http://www.citoresearch.com/mobile/mobile-technology-enterprise-game-changer

Johns, T. & Gratton, L. (2013). The third wave of virtual work. Harvard Business Review, 91(1), 66-73.

Levitz, D. (2013). Study highlights trend towards remote offices. Touchdown Space. Retrieved from http://corporate.touchdownspace.com/tag/workshifting/

RSA. (Producer). (2013, April 8). Re-imagining work: Shifts in the digital revolution [Audio podcast]. Retrieved from http://www.thersa.org/events/audio-and-past-events/2013/re-imagining-work-shifts-in-the-digital-revolution

Sarker, S., Xiao, X., Sarker, S., & Ahuja, M. (2012). Managing Employees' Use of Mobile Technologies to Minimize Work-Life Balance Impacts. MIS Quarterly Executive, 11(4), 143-157.

Shah, R. (2012, December 26). Workshifting with the mobile workforce, a talk with Jon Froda of Citrix Podio. Forbes. Retrieved from http://www.forbes.com/sites/rawnshah/2012/12/26/workshifting-with-the-mobile-workforce-a-talk-with-jon-froda-of-citrix-podio/

Woods, D. (2012, December 11). Beyond BYOD: A strategy for comprehensive mobile productivity. Forbes. Retreived from http://www.forbes.com/sites/danwoods/2012/12/11/beyond-byod-a-strategy-for-comprehensive-mobile-productivity/

Workshifting.com. (n. d.). Five simple steps to a virtual workplace program. Citrix Online. Retrieved from http://www.workshifting.com/co_wwreport_VirtualWorkplace_709.v1.pdf