Transcript:
Now, a key part of making it work is ensuring that every employee - and that's whether they're at home or in the office - has equal access to resources and, of course, promotions. The last thing you want is to create a kind of 'us vs. them' scenario. The arrangement breaks down quickly if people start feeling isolated, or limited in their chances of moving up the ladder if they aren't physically in the office.
There has to be foresight, right from the start, in the hiring process. It's vital to screen employees carefully to determine who will be able to prosper working away from the office. Some companies give personality tests to prospective workers - and they do them online or over the phone to see if they're comfortable with that type of set up.
Result:
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Option 1: "Telecommuting has a lot of advantages but to make it work, company leaders need to plan in advance to ensure that they anticipate issues for example training, security and communication. They also need to ensure that they hire workers who are suited to working remotely and ensure equal access to resources and advancement."
Explanation: This option accurately captures the main idea of the text, which emphasizes the advantages of telecommuting while highlighting the necessity for careful planning by company leaders. It mentions key aspects such as training, security, communication, and the importance of hiring suitable employees, all of which are discussed in the text. The phrase 'equal access to resources and advancement' reflects the text's concern about avoiding an 'us vs. them' scenario, reinforcing the need for fairness in the workplace.
Option 2: "When workers ask if they can work from home, companies should consider a telecommuting arrangement, as it has several advantages for business as well as workers. There is money to be saved on overheads and training but for telecommuting to function properly, only independent staff should be allowed to work in this way."
Explanation: This option incorrectly suggests that only independent staff should be allowed to telecommute, which contradicts the text's emphasis on ensuring all employees have equal access to resources, regardless of their work location. Additionally, it oversimplifies the planning required for telecommuting by not mentioning the need for training, security, and communication issues, which are crucial points made in the text.
Option 3: "Managers should not rush into letting their employees telecommute. It may sound good because business can save money on things like office space, but if workers’ needs and ambitions are not well catered for in the arrangement, the company culture will ultimately be damaged and they may even be sued."
Explanation: This option misrepresents the text by implying that telecommuting is inherently risky and could lead to lawsuits, which is not mentioned in the original text. While it does touch on the importance of addressing workers' needs, it fails to capture the proactive planning and hiring strategies that the text emphasizes as necessary for successful telecommuting.
Option 4: "Company leaders must be careful not to have one set of practices for those in the office and another for those who telecommute. Besides needing to be fair at all times, managers will find that a telecommuting arrangement will not work if workers feel isolated and excluded from the company culture."
Explanation: While this option addresses the need for fairness and the potential isolation of telecommuting workers, it does not encompass the broader planning and hiring considerations outlined in the text. It focuses too narrowly on the issue of company practices without mentioning the critical aspects of training, security, and the importance of hiring suitable employees, which are essential for making telecommuting successful.
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