Page 132 - Managing the Mobile Workforce

strategic leadership in a Virtual world � 111

example, John Berry’s telework initiative was just one part of OPM’s
overall vision, goal, and strategy for the federal government to “Be-
come America’s Model Employer for the 21st Century.”
The question to ask is: How does having a mobile workforce fur-
ther organizational goals? If you are competing on the basis of cost,
how would having a mobile workforce get you to be the low-cost pro-
vider? If you are competing on the basis of any core competency, how
would having a mobile workforce get you success? Your organiza-
tional vision, direction, and strategy are building blocks upon which
your mobile workforce strategy must rest.

` telework In support oF An
employer oF ChoICe strAtegy

Here’s what Barbara Wankoff, KPMG LLP’s national director of
Workplace Solutions, had to say about telework: “It is one of our
key strategies from a business perspective. We believe that being an
employer of choice and a great place to work not only positions us
competitively for recruiting and retention but it also motivates our
employees and allows them to be as effective and productive as they
can be and to do their best work. It is definitely a competitive tool.”
9
Telework fits into a much larger company strategy to attract, moti-
vate, and retain talent. And that fits into an even larger strategy (we
assume): to increase revenues, market share, and all the good things
corporate owners love to see happen each quarter.
KPMG makes just about every “good” list for employees. For
example, the Families and Work Institute’s 2009 Guide to Bold New
Ideas for Making Work Work lists the main KPMG office and features
12 of their local offices that each share great examples of work–life
flexibility. To get in this guide you have to be a winner of the Alfred P.
Sloan Award for Business Excellence in Workplace Flexibility. Win-
ners have proven to be models of innovative and effective workplace
practices. Not bad.