2017StateofTelecommutingintheU.S.EmployeeWorkforce

Presentedby

TelecommutingDemographics

TelecommutinggrewthemostinChattanooga,TN(325%increase),Bremerton-Silverdale,WA(273%),andYoungstown,OH(246%).

TelecommutingismostprevalentinBoulder,CO(8.5%),Corvallis,OR(6.9%),andRaleigh,NC(6.2%).

TelecommutingisleastprevalentinCorpusChristi,TX(1.3%),Bloomington,IN(1.3%),andLafayette,LA(1.0%).

TelecommutingGeography

KeyFindings

2

Regulartelecommutinggrew115%inthepastdecade,nearly10timesfasterthantherestoftheworkforce.

Theaverageannualincomeformosttelecommutersis$4,000higherthanthatofnon-telecommuters.

Thepercentofwomenandmenwhotelecommuteisaboutequal.

Halfoftelecommutersare45yearsofageorolder,comparedtojust41%oftheoverallworkforce.

Telecommutersare,onaverage,morehighlyeducatedthanotheremployees.Approximately53%haveatleastabachelor’sdegree,comparedto37%ofnon-telecommuters.

TelecommutingismostcommoninManagementoccupations,butemployeesinComputer,Mathematical,andMilitaryoccupationsworkathomemuchmorefrequentlythantheirpeers.

WhiletheProfessional,Scientific,andTechnicalServicesindustryhasthehighestpercentageoftelecommutersrelativetoitsshareoftheworkforce,theManagementofCompaniesandAgricultureindustriestopthelistbecauseofanadministrativejobcomponent.

InmorethanhalfofthetopU.S.metros,telecommutingexceedspublictransportationasthecommuteoptionofchoice.Ithasgrownfarfasterthananyothercommutemode.

FortypercentmoreU.S.employersofferedflexibleworkplaceoptionsthantheydidin2010.Still,only7%makeitavailabletomostoftheiremployees.

Largercompaniesaremostlikelytooffertelecommutingoptionstomostoftheiremployees.

NewEnglandandMid-Atlanticregionemployersarethemostlikelytooffertelecommutingoptions.

Full-timeemployeesarefourtimesmorelikelytohavework-at-homeoptionsthanpart-timeemployees.

Non-unionemployeesaretwiceaslikelytohaveaccesstotelecommuting,butunionemployeeaccessisgrowingrapidly.

Employerscansaveover$11,000perhalf-timetelecommuterperyear.Acrosstheexistingwork-at-homepopulation,thatpotentiallyaddsupto$44billioninsavings.Ifthetelecommutingworkforceexpandedtoincludethosewhocouldandwantedtoworkfromhome,thepotentialemployersavingscouldapproach$690millionayear.

Existingtelecommutersreducegreenhousegasemissionsbytheequivalentoftakingover600,000carsofftheroadforayear.Ifthework-at-homeworkforceexpandedtoincludethosewhocouldandwantedtotelecommutehalfofthetime,theGHGsavingswouldequatetotaking10millioncarsofftheroad.

Half-timetelecommutersgainback11daysayear—timetheywouldhaveotherwisespentcommuting.

Torequestanyadditionalinformationaboutthisreport,pleasecontact:KathyGardneratkgardner@flexjobs.comorKateListeratkate@GlobalWorkplaceAnalytics.com

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ImpactofTelecommuting

AccesstoTelecommuting

TelecommutingDemographics....................................................07

Contents

4

Byincome......................................................................................08

Bygender......................................................................................09

Byage............................................................................................10

Byeducation.................................................................................11

Byoccupation...............................................................................12

Byindustry....................................................................................13

Bytransport..................................................................................14

TelecommutingGeography.......................................................15

Highestconcentration................................................................15

Lowestconcentration.................................................................15

Largemetroareas......................................................................16

Growthbymetro........................................................................17

AccesstoTelecommutingOptions...........................................18

Bytotalworkforce......................................................................18

Bycompanysize.........................................................................19

Bygeography..............................................................................19

Bypart-time/full-timestatus.....................................................20

Byunionstatus...........................................................................20

ImpactofTelecommuting..........................................................21

Onenvironment/community.....................................................23

Onemployees..............................................................................24

ConcludingThoughts....................................................................25

About..............................................................................................27

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ImportantInformationAbouttheDatainThisReportThankstoadvancesintechnology,muchofwhatemployeesusedtodoatanofficenowcanbedonejustaboutanywhere.Andthat’swhatthey’redoing.Wecanallseeithappening—moreandmoreemployeesworkingathome,incoffeeshops,onthetrain,andatco-workingspaces.

But,surprisingly,almostnooneistrackingthisimportantchangeinthewaysemployeesintheU.S.work.Researchrepeatedlyshowsthatofficesaroundtheglobesitemptyhalfofthetime,yetweknowlittleaboutwheretheemployeesthatusedtooccupythemhavegone.Whoarethey?Whatkindofworkdotheydo?Whatkindofcompaniesdotheyworkfor?Thosearethequestionsthis2017StateofTelecommutingintheU.S.EmployeeWorkforcereportsetsouttoanswer.

Everyyear,theU.S.CensusBureau’sAmericaCommunitySurvey(ACS)asksmembersof3.5millionhouseholdsquestionsaboutwheretheywork.TheBureauofLaborStatisticsalsoconductsanannualnationwidesurvey,butbothorganizationsonlyreleaseafewbasicfindingsinamedia-friendlyformat.Therestofthedetailsareburiedindatabasesonlyresearchers,suchasGlobalWorkplaceAnalytics,takethetimetodownloadandunderstand.

Thisreportfocusessolelyonfull-timeemployeeswhoanswered“workedathome”totheACSquestion,“Whatwasyourprimarymeansoftransportationtoworkduringthesurveyweek?”

Thisreportdoesnotincludetheself-employed(suchasfreelancers),employeeswhosplittheirdaybetweenanofficeandhome,thosewhoworkextrahoursathome,orthosewhoworkathomelessthanhalfthetime.

Keepinmindasyoureadthisreportthattheentirework-at-homeemployeepopulationis10to15timeslargerthanthosewhodosohalf-timeormore.Unfortunately,nogovernmentorprivatesectorsourceproducesrobustdataonthoselessfrequenttelecommuters.Nevertheless,businessandcommunityleaderscanlearnmuchaboutwhatispossiblefromthemostfrequenttelecommuters.

Ifyou’reabusinessleader,theinformationinthisreportwillhelpyouhowtoconsider:

ParametersofThisReport

Betterassessingyourrealestateneeds

Increasingworkspaceefficiency,andreducingrealestateoverhead

EvaluatingyourITreadinessandthecommunications,collaboration,andtechnologyneedsofyourworkforce

Effectivelyintegratingemployeemobilityintohiring,training,andmanagementpractices

Developingandmarketingproductsandservicesthatsupportremotework

Betteraddressingthespecialneedsofthedisabled,ofmilitaryfamilies,andofcaregivers

Ifyou’reacommunityorpublicsectorleader,thisinformationwillhelpyouhowtoconsider:

Solvingregionalissuessuchasoutboundworkforcemigrations,talentshortages,andlaborforcemismatches

UnderstandingtheROIofbroadbandinvestments

Reducingtheoffshoringofjobs

Encouragingpopulationstoworkandshopwheretheylive

Establishinglawstoencouragehome-basedworkandabolishthosethatdiscourageit

Understandingtheroletelecommutingcouldplayinreducingtrafficcongestion,conservingenergy,andreducingpollution

Increasinglaborproductivity

GlobalWorkplaceAnalyticshasbeenhelpingcorporateandcommunityleadersunderstandthebusinesscaseforemergingworkplacetrendsforover10years.Itslastpublicreportonthetrendswasreleasedin2011.FlexJobshasbeenhelpingpeoplefindflexibleworksince2007.

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TelecommutingDemographics

Nearly4millionU.S.employeesworkedfromhomeatleasthalfofthetimein2015.Thatrepresentsabout3%ofU.S.workforce—a115%increasesince2005.Duringthesameperiod,thenon-telecommuterpopulationgrewbylessthan12%.

TotalWorkforceandClassofWorker

%g

row

ths

ince

200

5

Telecommutinggrowthsince2005

4% 5% 9% 4% 3% 4% 6% 8% 10% 12%26%

36%55% 61% 66% 73% 80%

91%102%

115%

Non-telecommuters Telecommuters

2006 2007 2008 2009 2010 2011 2012 2013 2014 20150%

50%

100%

150%

Thefederalgovernmentandfor-profitcompanieshavethehighestpercentageoftelecommuters(3.1%oftheirworkforceineachcase).Localgovernmentslagthefurthestbehind(for-profitcompanies,federalgovernment,non-profitcompanies,stategovernment)withonly1.4%participation.

Obviously,technologicaladvancesplayedabigroleinmakingiteasytoworkwhereverandwhenever.It’shardtobelieve,butwaybackin2005,LinkedInwasinitsinfancy,Facebookwasstillgestating,andtheiPhonehadnotyetbeenconceived.Thesedays,thatphoneanddeviceslikeit,high-speedbroadband,andcloud-basedstorageandsoftwareareasessentialtobusinesssuccessastelephonePBXsystemswerebackintheday.

Whiletechnologyenabledtelecommuting,itispeoplethataredrivingthetrendforward.Acrosseveryagegroup,whattheywant—andincreasinglydemand—istheflexibilitytoworkhow,when,andwheretheywant.Andsmartemployersarefinallycomingtounderstand,what’sgoodfortheirpeopleisgoodforthem.

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Regulartelecommutinggrew115%inthepastdecade,nearly10timesfasterthantherestoftheworkforce.

Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

TelecommutingbyIncomeAmongthosewhoearn$100,000ayearorless(79%oftelecommutersversus67%ofnon-telecommuters),theaveragetelecommutermakesapproximately$4,000ayearmorethannon-telecommuters.

Theaverageannualincomeformosttelecommutersis$4,000higherthanthatofnon-telecommuters.

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$30,000

$35,000

$45,000

$40,000

AverageIncome(fo

rthoseearning

lessth

an$100,000ayear)

AverageIncome:Telecommutersvs.Non-telecommuters

$41,705

$37,657

Telecommuter Non-telecommuter

Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

Thepercentofwomenandmenwhotelecommuteisaboutequal.Thisdebunksacommonmyththattelecommutingisa“mommy”thing.

52%

TelecommutingbyGender

Work-at-homeparticipationisroughlyequalbetweenthegenders.Fifty-twopercentarefemale(comparedto48%ofthetotalworkforce).Thissplithaschangedlittleoverthepastdecade.

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48%

Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

Prevalenceoftelecommutingbygender

%ofw

orkforceineachagegrou

p

Differencesinpopulationbyagebetweentelecommutersandnon-telecommuters

Telecommuter Non-telecommuter

16to24 25to34 35to44 45to54 55to64 65+0%

3%

6%

9%

12%

15%

18%

21%

24%

10

TelecommutingbyAgeAtypicaltelecommuterisolderthantheaverageemployee.Halfare45yearsofageorolder,comparedtojust41%oftheoverallworkforce.

Thegreatestdisproportionalparticipationintelecommutingoccursinthefollowingagegroups:

Halfoftelecommutersare45yearsofageorolder,comparedtojust41%oftheoverallworkforce.

10%

14%

17%

23% 23%21%

24%

21%

19%

16%

8%

4%

Differencesinpopulationbyagebetweentelecommutersandnon-telecommutersSource:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

%ofw

orkforceineached

ucationlevel Differencesineducationbetweentelecommutersandnon-telecommuters

20%

27%

35%

19%

32% 31%

23%

14%

Telecommuters Non-telecommuters

HighS

choolD

iploma

(orles

s)

SomeC

ollege

orAsso

ciate’s

Degree

Bachel

or’sDe

gree

Gradua

te’sDe

gree

0%

10%

20%

30%

40%

Telecommutersare,onaverage,morehighlyeducatedthanotheremployees.Approximately53%haveatleastabachelor’sdegree,comparedto37%ofnon-telecommuters.

TelecommutingbyEducationTelecommutersare,onaverage,morehighlyeducatedthanotheremployees.Approximately53%haveatleastabachelor’sdegree,comparedto37%ofnon-telecommuters.

Butnotallwork-at-homejobsrequireacollegedegree.Twentypercentoftelecommutershaveahighschooldiploma(orless)and27%haveanassociate’sdegree.

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Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

TelecommutingbyOccupationManagement,office/administrativeoccupations,andsalestogetheraccountfor43%oftelecommuterjobscomparedtojust34%ofnon-telecommuterjobs.

Telecommutingismostcommoninmanagementoccupations,butemployeesincomputer,mathematical,andmilitaryoccupationsaremuchmorelikelytoworkathome.

Thoughparticipationlevelsvarybyoccupation,telecommutersarefoundineveryindustry.

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WhiletheProfessional,Scientific,andTechnicalServicesindustryhasthehighestvolumeoftelecommuters,relativetoitsshareoftheworkforce,theManagementofCompaniesandAgricultureindustriestopthelistbecauseofadministrativejobcomponents.

TelecommutingbyIndustryTheProfessionalServicesindustryaccountsforthelargestshareoftelecommuters(17%oftotal).TheHealthcareandFinanceindustriesaccountfor12%and10%respectively.Butrelativetotheirshareofthetotalworkforce,telecommutingismostcommoninManagement,Agriculture,RealEstate,Information,andMiningindustries.Youmightexpectsomejobsinthoseindustriestobework-at-homecompatibleduetotheirhighadministrativecomponent,butAgricultureandMiningindustrycompatibilitymaycomeasasurprise.Theinformationageischangingthenatureofjobsineveryindustry.

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Modeofcommute

%changeinworkforcecom

mutermode Changeincommutermodefrom2005to2015

12%25% 28% 34%

115%

Carpool Car-Alone Public Biking/Taxi Walking Telecommuting

0%

80%

160%

Atthenationallevel,telecommutinggrewfarfasterthananyothermeansoftransportationtoworkoverthepastdecade.

TelecommutingbyModeofTransport

InmorethanhalfofthetopU.S.metros,telecommutingexceedspublictransportationasthecommuteoptionofchoice.Ithasgrownfarfasterthananyothercommutemode.

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Inoverhalf(57%)ofthelargestmetrosareas,thepercentageofworkerswhotelecommuteexceedsthepercentagewhousepublictransitservices.

Acrossthetopmetros(thosewithaworkforceof1millionormore)thenumbersshowthat76%ofemployeesdrivetoworkwithoutsharingtheride,8.8%carpool,7.1%usepublictransit,3.1%telecommute(versus2.9%nationally),2.8%walk,and1.9%bikeortakeataxi.

-5%

Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

Boulder,CO,hasthehighestconcentrationoftelecommuterswith8.5%oftheirworkforceworkingathomeatleasthalfofthetime.That’salmost3.5timesmorethanthenationalaverageof2.9%.

TheU.S.metroareaswiththehighestconcentrationsoftelecommuterstendtobesmallandmid-sizedcities—7ofthetop10haveanemployeeworkforceof300,000orless.

TelecommutingGeography

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HighestConcentration

Lafayette,LA,areashavethelowestconcentrationoftelecommutersandthebottom5areasfortelecommutinghavelessthanhalfthenationalaveragepercentoftelecommuters.

LowestConcentration

LargeMetroAreasAcrossthelargemetroareas,Austin-RoundRock,TX,metroareahasthehighestconcentrationoftelecommuters,nearlytwice(5.4%)thenationalaverage(asapercentofemployees).Detroit,MI,fallsatthebottomofthisrankingwithonly2.3%workingfromhome.

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Whataboutthebiggestcities?NewYork,LosAngeles,Chicago,andDallasareonparwiththenationalaveragetelecommutingrateof2.9%.

TelecommutingGrowthbyMetroThemetroareawiththehighestgrowthoftelecommuterswasChattanooga,TN,witha325%increaseinthenumberoftelecommutersoverthepastdecade.

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%growthinte

lecommuters

TopGrowthAmongAllMetroAreas:2005–2015

325%

273%

246%235% 227%

0%

50%

100%

150%

200%

250%

300%

350%

Brem

erton-

Silverdale,WA

Youngstown

-

Warren-

Boardm

an,

OH-PA Ne

wHaven-

Milford,CT

LasVegas-

Henderson-

Paradise,NV

Chattanooga,

TN-GA

Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

AccesstoTelecommutingOptions

Manysurveyssuggestasmanyas70%ofemployersofferflexibleworkplaceoptions,suggestingflexibilityisverycommon.Whilethemajorityofemployersmayoffersomeemployeestheoptiontoworkathome,farfewermakeitavailabletoallormost.

TheBureauofLaborStatistics(BLS)trackstheprevalenceofflexibleworkplacebenefitswithamorerigidstandardthanpublicsurveys.Itonlycountsemployerswhooffertelecommutingtoallormostoftheirpeople.AccordingtoBLSdata,only7%ofU.S.employersofferedtelecommutingbenefitsin2015.Still,thisrepresentsa40%increasefromthe5%thatdidsojustfiveyearsbefore.

40%moreU.S.employersofferedflexibleworkplaceoptionsin2015thanin2010,butstillonly7%makeitavailabletomostoftheirpeople.

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AccesstoTelecommutingbyTotalWorkforce

Growthinaccesstotelecommutingbenefits

5%

7%

2010 2015

2%

4%

6%

8%

%ofw

orkforce

with

acces

sto

teleco

mmutingbe

nefits

Source:SpecialanalysisofU.S.CensusdataconductedforFlexJobsbyGlobalWorkplaceAnalytics

5%

AccesstoTelecommutingbyCompanySize

Telecommutingoptionsaremorethantwiceascommoninlargecompanies(thosewithover500employees)thansmallones(thosewithunder100);offeredby12%and5%respectively.

Thegreatestgrowthoftheofferingisseenamongmid-sizecompanies(between100and500employees),up75%since2010.

Largercompaniesaremostlikelytooffertelecommutingoptionstomostoftheirpeople.

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NewEnglandandMid-Atlanticregionemployersarethemostlikelytoofferaccesstoflexibleworkplaceoptions.

AccesstoTelecommutingbyGeography

Therearesignificantgeographicdifferencesinemployersthatofferwork-at-homeoptionstoallormostemployees.GrowthhasbeenstrongestintheNewEnglandandMid-Atlanticregions(respectivelyup71%and50%since2010).

EmployersintheNewEnglandandMid-Atlanticregionsoffertelecommutingoptionsfarmore(12%and9%ofemployersrespectively),thanthoseintheEastSouthCentralregion.

Under100People

Over500People

12%

NewEngland71%

Mid-Atlantic50%

SouthAtlantic20%

EastSouthCentral<1%WestSouthCentral20%

EastNorthCentral20%

WestNorthCentral20%

Mountain20%

Pacific25%

Telecommutinggrowthbyregionsince2010

7%

100-500People

AccesstoTelecommutingbyPart-Time/Full-TimeStatus

Employersaremorelikelytoofferwork-at-homeoptionstofull-timeworkers(8%ofemployers)thanpart-timeemployees(2%).

Thatdoesn’tlooklikeitwillchangeanytimesoon.Whileaccessamongfull-timeemployeesincreased33%since2010,therewasnochangeforpart-timers.

Full-timeemployeesarefourtimesmorelikelytohavework-at-homeoptionsthanpart-timeemployees.

AccesstoTelecommutingbyUnionStatus

Sevenpercentofnon-unionemployeeshaveaccesstoflexibleworkbenefits(up40%since2010),comparedtoonly3%ofunionemployees,thoughgrowthforthelattergroupdoubledsince2010.

Non-unionemployeesaremorethantwiceaslikelythanunionemployeestohaveaccesstotelecommuting,butunionaccessisgrowingrapidly.

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Savingsfactor(basedonhalf-timetelecommuting)

Assumeddecreasewithhalf-timetelecommuting

Savingsestimatefor3.9millionexistinghalf-timetelecommuters

Savingsestimatefor62millionpotentialtelecommuters

Productivity

Realestate

Absenteeism

Voluntaryturnover

Continuityofoperations

$436billion

$121billion

$81billion

$24billion

$27billion

$27.5billion

$7.6billion

$5.1billion

$1.5billion

$1.7billion

GlobalWorkplaceAnalyticshasdevelopedresearch-basedmodelstoestimatetheimpactofvariousworkplacestrategies.ItsTeleworkSavingsCalculator™hasbeenvettedbytheU.S.GeneralAccountabilityOfficeandusedbyhundredsofgovernmentandprivatesectoremployerstomakethepeople,planet,andprofitbusinesscasefortelecommuting.

BasedonsavingsassumptionsdrawnfromGlobalWorkplaceAnalytics’extensiveacademicandempiricalresearch,itsmodelestimatesthe3.9millionemployeeswhotelecommuted(half-timeormore)in2015collectivelysavedemployers$44billionayear(anaverageof$11,000perhalf-timetelecommuter).

Morecritically,ifthosewhoheldwork-at-homecompatiblejobs(56%ofemployees)andwantedtoworkfromhomeatleastsomeofthetime(85%ofemployees)didsojusthalf-time,thoseemployersavingscouldtotal$688billionayear.

Employerscansaveover$11,000perhalf-timetelecommuterperyear.Acrosstheexistingwork-at-homepopulation,thatpotentiallyaddsupto$44billioninsavings.Ifthetelecommutingworkforceexpandedtoincludethosewhocouldandwantedtoworkfromhome,thepotentialemployersavingscouldapproach$690millionayear.

ImpactofTelecommuting

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Totalemployersavings

$43.6billion $689billion

15%

25%

31%

10%

1day/year

22

Notallthebenefitsoftelecommutingprogramscanbereducedtonumbers.Well-executedprogramscanalsohelpemployers:

Expandtheirlaborpoolandreducetalent/laborgaps

Optimizespaceutilization

Enhanceorganizationalagility

Reducetraveltimetoandfrommeetings

Increaseemployeeengagement

Reducethecostoftechnology

Loweremployeestress

Reducework/lifeconflict

Slowthebraindrain

Enhancecreativityandinnovation

Focusonemployeeresultsvs.presence

Reducepaperusageandtheassociatedstoragespace

Expandwithoutincreasingtheirgeographicfootprint

Loweroreliminateparkingandtransitsubsidies

Avoidenvironmentalpenaltiesandcompliancecosts

Becomea“bestplacetowork”

Solveparkingavailabilityproblems

Enhancethecorporateimage

Environmental/Communityimpact(half-timetelecommuting)

Annualsavingsestimatefor3.9millionexistingtelecommuters

Annualsavingsestimatefor62millionpotentialtelecommuters

Vehiclemiles(not)traveled

Vehicletripsavoided

Tonsofgreenhousegases(GHG)avoided(EPAmethod)

GHGequivalentofcarsofftheroad

Reducedtrafficaccidentcosts

Oilsavings($50/barrel)

Telecommutingcanalsohelp:

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ImpactontheEnvironment/CommunityTheenvironmentalandcommunityimpactfromthecurrenttelecommutingpopulationof3.9milliontelecommuterswhoworkfromhomeatleasthalf-timesaves$1.5billionayear.Thegreenhousegasreductionsavingsisequivalenttotakingover600,000carsofftheroadforayear.

Savingswouldtotal$24billionayearfromtheenvironmentalandcommunityimpactifthepracticeexpandedtoincludehalf-timetelecommutingamongthosewithcompatiblejobs(56%ofemployees)andadesiretoworkfromhome(85%ofemployees).Thegreenhousegasreductionwouldequatetotakingover10millioncarsofftheroadforayear.

Reducetrafficcongestionandroadwearandtear

Lowerunemploymentandunder-employment,particularlyamongthedisabled,militaryfamilies,seniorcaregivers,andotherswithspecialflexibilityneeds

Increaseproductivitybyreducingtrafficdelays

Slowtheoutboundmigrationofcitizensingeographicallyisolatedareas,vacationcommunities,andplacesthathavesufferedacollapseofcoreindustries(e.g.coalmining,steelproduction,autoproduction,etc.)

Reducecrimebyincreasingdaytimepresenceofhomeowners

Increasethereturnoninvestmentofpubliclyfundedbroadbandprojects

Reducethenation’sdependenceonforeignoil

Existingtelecommutersreducegreenhousesbytheequivalentoftakingover600,000carsofftheroadforayear.Ifthework-at-homeworkforceexpandedtoincludethosewhocouldandwantedtotelecommutehalfofthetime,theGHGsavingswouldequatetotaking10millioncarsofftheroadperyear.

Totalenvironmental/communityfinancialsavings

$1.5billion $24billion

124billion

8billion

54million

10million

$8billion

$16billion

7.8billion

530million

3million

617thousand

$498million

$980million

ImpactonEmployees

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SaveMoney:Full-timetelecommuterssaveover$4,000eachyear.Half-timetelecommutingemployeessaveanaverageof$2,677annuallyincommutingcosts(gas,tolls,publictransitpasses,parking,carmaintenance,etc.),food(buyingoutlunches,coffee),taxbreaks,andprofessionalattireupkeep(purchasing,drycleaning,andlaundering).

Thebenefitsoftelecommutingarenumerousandcanhelpemployees:

ReduceWork-LifeConflict:

ImproveWorkPerformanceandCareerGrowth:

lowerstress

spendmoretimewithchildren,family,andfriends

improverelationshipswithlovedones

increasequalityoflife

improveloveandsexlife

moretimeforhobbies,sideprojects

phaseintoretirement

IncreaseCommunityInvolvement:

makemoretimeforphysicalactivity

eathealthier

recoverfromillnessorsurgeryathome

careforahealthissueordisability

createacomfortable,ergonomicworkspace

lessexposuretocommonillnesses:colds,flus,etc.

ImproveHealthandWellness:

BalanceAllResponsibilities:

ReduceCarbonFootprint:

SaveTime:Bynotspendingtimecommutingeveryday,theaverageemployeealsogainsbacktheequivalentofovertwoworkweeks(11days)peryear.

increaseproductivityandengagement

fewerdistractions,lessofficepoliticking

feelmoreloyaltoemployer

findworkinruraloreconomicallydisadvantagedareas

transitiontoanewcareer

volunteermoreinchildren’sschools/localorganizations

increasecommunityandneighborhoodawareness

maintainingworkasamilitaryspouse

careforagingparents,children,dependents

reducelivingexpensesbynotneedingtolivebywork

jugglemultipleprofessions

reduceC02emissionsbynotcommuting

controluseofheat,AC,lighting

opttouselesspaper,disposableitems

travellessthankstovirtualmeetings

Telecommutinghasexpandedsteadilyoverthepastdecade,evenincreasinginusageduringtheGreatRecessionwhenoverallemploymentdropped,andit’sincreasinglyseenasavaluablebusinessstrategythatbenefitsemployees,organizations,andtheenvironment.However,thereareanumberofthingsorganizationscandotomaximizethefullbenefitsoftelecommutingasabusinessstrategy.

Thebenefitsoftelecommutingforpeople,theplanet,andprofitshavebeenproven.Toencouragethepositiveexpansionoftelecommuting,werecommendthefollowingactionstepsforgovernmentagencies,businesses,andprofessionals.

ActionStepsforGovernmentAgencies

Local,state,andfederalgovernmentsshouldencouragetelecommutingbyeliminatingthedisincentivesthatcurrentlyexistinareasliketaxlaw,laborlaw,andinsurance.

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ConcludingThoughts

The“telecommutingtaxpenalty”thatcurrentlyexists,wheretelecommuterslivinginastatewitha“convenienceoftheemployer”rulecanbetaxedtwiceontheirincome,isanunnecessaryandunjustpenaltyontelecommuting.Taxlawsneedtobeupdatedtoreflectthecurrentstateoftelecommutinganditswidespreaduse.

Governmentagenciesshouldinvestinprogramstohelpcommunitiesincreaseawarenessandincentivizeemployerparticipationandexploretelecommuting-friendlyincentivestoaddeconomiccompetitiveness,resilience,andopportunityfortheirconstituents.

Atthefederallevel,the2010TeleworkEnhancementActisalawthatencourageslargefederalgovernmentagenciestoallowemployeestotelecommutetothefurthestextentpossible,andithasbeensuccessfulinencouragetelecommuting,reducingcosts,andmaintainingthecontinuityofgovernmentfunctionsduringextremeweather,badtraffic,andotherdisruptiveevents.

TheMaineCenterforBusinessandEconomicResearchhaspartneredwiththeUniversityofSouthernMainetostudyMaine’sgrowingtelecommutingworkforceasawaytoencourageeconomicgrowthandemploymentinthestate.

TeleworksUSA,basedineasternKentucky,waslaunchedasapartoftheAmericanRecoveryandReinvestmentAct(ARRA)tohelpconnectjobseekersinruralareasandsmalltownswithremotejobopportunities.Itaimstobringhigh-demand,high-growthtelecommutingjobstoworkersineasternKentucky.

Montana’s“ComeHomeandBringYourJobWithYou”campaignencouragesMontananswho’veleftthestatetofindjobstoreturntoMontanaandtelecommuteinstead.ThiseffortincludesapartnershipwiththeMontanaChamberofCommerce.

ActionStepsforBusinesses

Businessesshouldconsiderhowtelecommutingcanhelptogrowanddeveloptheirworkforcesandsupporttheirbusinessgoals.

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Areassuchasskillsgaps,pressinghiringneeds,jobssuitedforremotework,currentremoteworkers,potentialcross-borderhiringoptions,businessexpansionopportunities,andlaborregulationsandlawsareallexcellentstartingpoints.

Mostimportantly,companiesalreadyengagedintelecommutingneedtostarttrackingtheirprogramstotrulyunderstandandrefinetheirbenefits.

Only3%ofcompanieswithflexibleandremoteworkprogramsconductanysortofformalizedanalysis.

Trackingandanalysisofremoteworkprogramscanhelpimprovetheiroutcomes,furtherreducecostsandimproveproductivity,andensuretelecommutingprogramsareaneffectivepartofthebusinessstrategy.

ActionStepsforProfessionals

Ifyou’renotalreadytelecommutinginyourcurrentjob:

Askyourmanagerorhumanresourcesdepartmentaboutyouroptions.Sixty-sevenpercentoftelecommutingandflexibleworkprogramsareofferedatamanager’sdiscretion,sotheremaynotbeoneequallyimplementedtelecommutingpolicyatyourplaceofemployment.

Proposeatelecommutingarrangement.Startsmall,perhapsonedayperweek,andofferatrialperiodtogiveyourmanagertimetogetusedtotheideaiftheyseemhesitant.

Seekoutanewemploymentopportunitywithoneofthethousandsofcompaniesthatoffertelecommutingoptions.

Ifyouareabletotelecommuteinyourcurrentrole:

Encouragewidespreadadoptionoftelecommutingwithinyourorganization.

Suggestcreatinganemployeeresourcegroup(ERG)withinyourorganizationfortelecommuterstohelpsupportandgrowtheprogram.

Discusstelecommutingwithfriends,family,andyourprofessionalnetworktodispelmythsabouttelecommutingsuchas:telecommutersaren’tproductive;onlycertainindustriesarecompatiblewithtelecommuting;ortelecommutersdonotputinthesamehoursastheirin-officecounterparts.

Considerfindingremotevolunteerpositions,whichareincreasinglyavailable,togivebackandencouragetelecommutingatthesametime.

It’sclearthattelecommutingisincreasinginusageandpopularity.Itisfinallytimetofocusonthenextleveloftelecommuting:supportingtheadoptionoflawsthathelp,ratherthanburden,telecommuters;formalizingcorporatetelecommutingprogramsthattiethepracticetobusinessstrategyandthebottomline;andtrackingtheeffectivenessoftelecommutinglong-term.

We’vereachedthepointwherethefocusisnolongeronwhethertelecommutingisjustamomentarytrend,butisinsteadonitswidespreadacceptanceandlong-termsustainability.

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About

AboutFlexJobsFlexJobsistheleadingonlineserviceforprofessionalsseekingtelecommuting,flexibleschedule,part-time,andfreelancejobs.Withflexiblejoblistingsinover50careercategories,andopportunitiesrangingfromentry-leveltoexecutiveandfreelancetofull-time,FlexJobsoffersjobseekersasafe,easy,andefficientwaytofindprofessionalandlegitimateflexiblejoblistings.

Havinghelpedover2millionpeopleintheirjobsearches,FlexJobshasappearedonCNNandMarketplaceMoneyandinTIME,Forbes,Fortune,andhundredsofothertrustedmediaoutlets.FlexJobs'Founder&CEOSaraSuttonFellhasalsolaunchedtwoadditionalpartnersites,Remote.coand1MillionforWorkFlexibility,tohelpprovideeducationandawarenessabouttheviabilityandbenefitsofremoteworkingandworkflexibility.SuttonFellisalsothecreatorof TheTRaD*Works FOR (*Telecommuting,Remote,&Distributed),dedicatedtohelpingcompaniesleveragethebenefitsoftelecommuting,remote,anddistributedteams.

AboutGlobalWorkplaceAnalyticsGlobalWorkplaceAnalyticsandthetoolsithascreatedhavehelpedhundredsofpublicandprivatesectoremployersandcommunitiesmakethetriple-bottom-linebusinesscaseforremoteworkandtheresultingincreaseinagility,engagement,productivity,andemployeewell-being.

Itistheleadingexpertonteleworkandemergingworkplacetrends.Itsresearchisinformedbyapropriatarydatabaseofover4,000workplace-relatedresearchpapers,casestudies,andotherdocuments. ItsTeleworkSavingsCalculator™,oneofmanyreturn-on-investmentmodelsithasdeveloped,wastheonlytoolrecommendedforquantifyingtheimpactofteleworkingovernmentinaU.S.GeneralAccountabilityOfficereport.OneofitsbusinesscasereportswascitedintheGovernorofWashington’sexecutiveordercallingformoreteleworkamongpublicsectoremployees.

Theprincipalsofthefirm,KateListerandTomHarnish,aresought-afterconsultants,speakers,researchers,andwriters.Theyhavewrittenorcontributedtofourbooksandhundredsofarticles.Theyarefrequentlyquotedinthemedia,includingtheHarvardBusinessReview,WallStreetJournal,NewYorkTimes,WashingtonPost,andmanyothers.

DISCLAIMER

ThisdataandstatisticsinthisreportwasproducedindependentlybyGlobalWorkplaceAnalyticsattherequestofFlexJobs.Theinformation,statements,andcommentarycontainedinthisreportwaspreparedfrompubliclyavailablematerial,ontheassumptionthatsuchinformationwasaccurateandcomplete,andfromproprietarycalculationsandanalyses.GlobalWorkplaceAnalyticsandFlexJobsdonotexpressanopinionastotheaccuracyorcompletenessoftheinformationprovided,theassumptionsmade,oranyconclusions.Noneofthestatementscontainedinthisreportareintendedasabusinessrecommendation,obligation,standard,orprocedure.