Nuotolinio darbo organizavimo ypatumai

LTStraipsnyje analizuojamos nuotolinio darbo ištakos bei samprata. Išanalizavus tiek užsienio, tiek Lietuvos įmonių „gerąsias“ ir „blogąsias“ praktikas, nustatytos trys dažniausiai pasitaikančios problemos, susijusios su nuotolinio darbo organizavimu. Moksliniu požiūriu nuotolinio darbo organizavimo forma nėra plačiai ištirta. Nors Lietuvoje nuotolinis darbas įteisintas 10 metų, tačiau „Eurostat“ duomenimis, 2019 m. periodiškai šia darbo forma dirbo tik 2,1 proc. darbuotojų, tuo tarpu „Bitės Lietuva“ 2020 m. inicijuotas tyrimas parodė, jog 40 proc. darbingo amžiaus darbuotojų dirbo „iš namų“. Tai lėmė visą pasaulį palietusi COVID-19 sukelta krizė.

ENTelework has already existed in Lithuania for 10 years, but this form of work organization become popular at one night - after the announcement of quarantine. Organizational leaders have had to react quickly to ongoing changes, making teleworking an acceptable form of work organization. Research has shown that as many as 70 percent of workers want to work remotely after quarantine. Therefore, the leaders of the companies must understand that the way we worked, we will never work again. Properly arranged processes of organizing telework, company managers will have a great alternative form of work, which will become a motivating tool for employees. 66 The aim of the article is to analyze the origins and concept of telework. Based on company practices, recommendations, identify the most common problems faced by company managers in organizing the teleworking process. And to present a plan for streamlining the organization of telework. The article is written using the following research methodologies: literature sources, analysis and synthesis of articles, graphical representation method, generalization method, statistical data comparison method.The following conclusions were drawn: 1. There is no single, imperative concept of telework. It is presented differently by different practitioners and scientists. Some identify it as a motivational tool, others focus on the way they perform and the remote workplace. At present, there is no case law in Lithuania that would form the practice and concept of telework. 2. The analysis of companies' experience in organizing telework, recommendations of researchers and practitioners, identified the following main obstacles: lack of internal communication at all hierarchical levels, lack of employer confidence in their employees and employee efficiency. 3. Managers and employees are offered to choose and maintain effective communication, to select and properly manage information flows, to communicate creatively, maintaining social, personal, based on mutual trust. The manager has to trust the subordinates and understand that the employee working on the slope can perform tasks, perform the work functions assigned to him. Smooth organization of telework is inseparable from productive employees, therefore the agenda, time and task planning are important for employees.