46 | INNOVATION
Why ‘Work From Anywhere’ policies mean nothing without measurement John Lee, Chief Executive Officer and Co-Founder, Work From Anywhere, explains that, although ‘Work From Anywhere’ (WFA) policies are great, the real value comes from ensuring the associated data is collected and measured W ith an increasing number of requests from employees to work remotely abroad, many
Regardless of where your company’s at, and whether you have a WFA policy or not, across the board we’ve observed that something surprising is often still missing. And that’s measurement. Shockingly, most organisations introduce a WFA policy without any way of knowing whether it actually works. They cannot say whether it improves retention, reduces risk and saves time, or if it actually creates new problems. Similarly, companies that refuse to consider a WFA policy don’t measure the effect this is having on employee attrition.
A recent Mercer survey found that 96% of organisations aren’t measuring the impact of their WFA programmes. That statistic appears in almost every conversation we have with payroll, mobility and reward teams. People know measurement matters, yet very few have taken the first step, and that’s where global payroll leaders have a crucial role to play. Why measurement matters WFA touches areas that global payroll and global mobility teams handle every day:
organisations have implemented cross- border WFA policies. These policies allow employees to work remotely internationally for a limited period (for example, 30 days a year). Some companies keep these policies under wraps, almost as tightly guarded secrets, for fear of too many employees sending in an avalanche of requests. Other companies proactively market these policies and use them as employee retention tools.
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