Telecommuting or Telework is the partial or total substitution of telecommunications technology for the trip to and from the primary workplace along with the associated changes in policy, organisation, management, and work structure. Simply put, it's moving the work to the workers, instead of the workers to the work. Computers, cellular phones, fax, and advanced communication links such as ISDN and dial-up access have removed the physical barriers that once required workers to be in their offices. Teleworkers include all levels from executive positions to data entry clerks.

A recent survey in the U.S. showed that in 1995 there were 43.2 million Americans were working out of their home, a figure which is growing by nearly 20% a year. As companies seek innovative ways to maintain a competitive advantage, attract and retain qualified individuals, improve productivity while enhancing the quality of life for all employees, manage limited office space, and satisfy international and national regulations such as the clean air act, many companies are quickly recognising that solutions such as telecommuting could be an excellent business decision. But, in many instances, the full ramifications of managing and implementing telework programs are not clearly understood.

Teleworking is a global trend that can be applied in the Indian context quite successfully. This is especially true with the continuing development of the national IT/networking infrastructure and the increasing demand for Indian professionals abroad. However, it must be emphasised that this technology is not likely to produce immediate increases in the corporate bottom line or for that matter a reduction in traditional modes of transportation. Indian companies can learn from the US experience with telecommuting. In fact, the United States Department of Transportation (USDOT) estimates that "telecommuting (in the USA) by the year 2002 will reduce the annual total vehicle miles travelled (VMT) by just 1% below the level to be seen if there were no telecommuting."

There are many internal and external forces affecting the adoption and implementation of virtual workplaces and teleworking.

External Factors:

• Air quality legislation, regulation, ordinances: In the U.S., the Clean Air Act Amendments of 1990 requires metropolitan areas in pollution non-attainment areas to discourage unnecessary auto use, and encourage efficient commuting. President Clinton's "Reaching Society's Goals" project recommends that Federal government should make available flexible quality worklife programs that include solutions such as telecommuting because of considerations such as the environment, economics, & quality of life.
• Advancements in communications and information technologies: The deployment of interactive, more functional, higher bandwidth, communications infrastructure (such as ISDN and fiber optic cables) into homes and rural areas will allow more telecommuting and other travel practices.
• Extended labour markets: In fields were labour is scarce in the USA (e.g. software development), companies can tap into the pool of highly qualified individuals from around the globe (e.g., India) via telework arrangements at cheaper cost. The software parks scheme in India is one adaptation of the idea of "telecenters"-a remote work space for many telecommuters diminishing outlay costs and the inherent isolation with individual telecommuting.

• Quality of life issues: Research into current work-at-home programs indicates that they are viewed by a majority of private and public sector organisations (in the USA) as primarily a work/family initiative.
• Employee Productivity/Performance: The employer can expect telecommuting to provide increased productivity when done correctly. This results because the telecommuter has far greater control over his or her work environment, and his control results in immediate benefits. Workers who are already good performers are ideally suited for telework. Organisations report productivity as the second most crucial reason for adopting telecommuting.
• Employee Retention & Recruiting: Desire of employers to retain qualified employees contributes to a more flexible work environment that accommodates dependent care responsibilities, saves recruiting costs, and provides alternatives to relocation.
• Office Space Cost: Satellite offices can be located in non-premium areas away from the city. This may provide greater customer satisfaction if the satellite offices are closer to customer groups. In case of at-home teleworkers, office space cost is eliminated; but, countervailing expenditures (one-time) for computer/communication equipment will accrue.
• Managerial/Employee Acceptance: The attitudes of supervisors in terms of their ability and willingness to adapt to managing people who are offsite and their satisfaction with the perceived performance level of work-at-home employees is an important factor. On the other hand, the attitude of employees wondering whether managers would really look out for their interests at the office may become a reason for increased tensions.

Whether the company is big or small, implementing telecommuting can result in a better quality of life for the teleworkers, potential increase in their productivity given an ideal "home work" environment, reduced costs of operations, increased revenue, and the potential of tapping the global market.