FAIRFAX, Va., June 15, 2016 /PRNewswire/ -- According to a Gallup poll published in August 2015, telecommuting in the United States has climbed to 37%. This number is expected to continue rising, given the increase of millennials in the workforce and their focus on work-life balance. Ability to telework is also a recruiting incentive when companies are looking for professional employees. While teleworking saves time and reduces energy consumption, the downside can be seen in the loss of "the human touch." Issues with trust, isolation, and presence are human perceptions that can have a negative impact, not only on the employee or a company team, but customers as well.
Customers may feel isolated from a company's employees, leading to concerns about a company's dedication to a project. For example, an Agile development project requires frequent interaction between the customer and the software developers. For that close working relationship to be successful, trust is paramount. Without regular face-to-face meetings distrust can occur, isolation can be felt and a lack of real presence (commitment) can be challenged.
In a recent published book, "The Human Side of Virtual Work", executive expert Dr. Rose, Senior Vice President, Contracts and Procurement at Salient CRGT, takes a journey from the industrial revolution through a technology revolution known as the virtual work environment.
Dr. Rose discusses methods for improving the success of companies' teleworking programs and increasing employee and customer satisfaction through trusting work relationships. He presents arguments and ideas on how to take action now to prevent the potential negative outcomes that could affect many working in the virtual work environment. Rework or redoing a deliverable often happens when there is a lack of effective communication through human interaction rather than just through technology.
"We see the virtual work environment becoming more and more a way of doing business and the way leaders deal with the virtual worker is increasingly important," said Tom Ferrando, President of Salient CRGT. "Ensuring that our customers are benefiting from the developments in technology and teleworking are incredibly valuable to improving our culture, delivering the right service, and reducing our costs."
"As a contracts professional, I hear from customers there is a need to talk more and address issues as they arise," said Laurence Rose. "I have seen first-hand the importance of strong, trusting relationships. When communications are limited, it is important to provide humanistic management to avoid potential trust and isolation issues. Moving from a traditional to virtual work environment, there are new challenges all dealing with the aspects of trust, isolation, and work presence that we can focus on to ensure successful working relationships. The difference is we cannot take these perceptions for granted when delivering services to our clients."
Dr. Rose has been an executive leader for more than 14 years and has more than 30 years of government and commercial business and operational experience. He has coached and managed teams of multiple sizes and prides himself on their success. He taught classes at the business level in topics of contracts management, negotiations, and program management and has been recognized for his outstanding presentation style and approach to teaching. Dr. Rose received his BS in administration of justice at the Virginia Commonwealth University, his MS in administration of justice from American University, and his PhD in management and organization leadership from Cappella University.
About Salient CRGT
Salient CRGT provides Agile software development, data analytics, mobility, cyber security and infrastructure solutions. We support these core capabilities with full lifecycle IT services and training—to help our customers meet critical goals for pivotal missions. We are purpose built for IT transformation supporting federal civilian, defense, homeland, and intelligence agencies, as well as Fortune 1000 companies. We use the most innovative talent delivery model in the industry, scientifically providing exactly the right people for the customers' most pressing requirements. Salient CRGT has earned a record of success with integration and operations of large‐scale, high‐volume solutions. On September 15, 2015, Salient and CRGT announced closing of the merger transactions – visit newsroom. For additional information on Salient and CRGT, visit www.salientcrgt.com.
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SOURCE Salient CRGT