IntoSmartWorkPractices WhichChallengesfortheHRDepartment SpringerLink

30/03/2021 Into Smart Work Practices: Which Challenges for the HR Department?
| SpringerLink
Into Smart Work Practices: Which Challenges for the

HR Department?
Working in Digital and Smart Organizations pp 249-275 | Cite as
Teresina Torre (1) Email author (teresina.torre@economia.unige.it)

Daria Sarti (2)
1. Department of Economics and Business Studies, University of Genoa, , Genoa, Italy

2. Department of Economics and Management, University of Florence, , Florence, Italy
Chapter
First Online: 29 May 2018
2 Citations
1.7k Downloads
Abstract
This work investigates the implementation within organizational contexts of smart working (SW) focusing on the
role played by the HR department. After the presentation of the topic, some theoretical elements necessary to
understand the research are introduced and some principal characteristics of the qualitative research from the
methodological point of view are summarized. After that, the paper focuses on some key findings showing how the
enterprises are related to SW and how their HR departments are supporting each step of the whole process. There
are some final considerations on the evolution of the role of this department in the perspective of an increasing space
for flexible arrangements in working conditions, which can contribute to a positive and fruitful introduction and
reinforcement of SW practices.
https://link.springer.com/chapter/10.1007/978-3-319-77329-2_12 1/17
30/03/2021 Into Smart Work Practices: Which Challenges for the HR Department? | SpringerLink
Keywords
Smart working Smart work practices HR department Organizational change Work system Flexibility
Explorative research
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Appendix
Interview Questions for HR Managers
SW: Reasons/Objectives and Results
Main reasons that lead (at the beginning) to invest in SW initiative. Main benefits expected from SW.
Year of beginning to think about SW implementation.
Year of implementation of first initiatives on SW.
After how much time did you see first results? What was the first result observed? Was it among your
expectations that result and that level of result? Unexpected positive results?
Today level of achievement of previous stated objectives/benefits?
Current percentage of smart workers related to the whole workforce. How was it at the beginning? What is
your final target and how much time you planned to reach it?
What is needed in your organization in order to have success with mobile workers? (this includes technical,
managerial, organizational and cultural issues)*.
* Chen and Nath (2008, p. 45)
Idea, Implementation and Actors/Functions Involved
Who had the idea ? Who followed and implemented it (instrument inter-functional team, one
function/department)? Functions involved (at different stage) or different stakeholders (unions)?
What was the role of CEO in all this? (from the very beginning he or she was the initiator, he or she
immediately approved and sponsored the idea when communicated by the one who wanted first to promote it,
it took a little bit of effort to convince CEO …).
What was the role of Middle management in all this?
What was the role of Line in all of this?
What was the role of HR department?
What was the role of other important actors (e.g. trade unions)?
Main Obstacles and Concerns
Individuals’ perspective—What are the main concerns of mobile workers (e.g. technology-related concerns,
work related concerns, time committed concerns, expectations to be reachable anytime anywhere etc.)*.
Technological perspective—What are the main technical issues your organization faces in supporting mobile
workers (e.g. security, bandwidth and connectivity)? How are they addressed?*.
Social perspective—Has the proliferation of mobile workforce raised any significant issues between the
worker and his or her supervisor(s)?*
Smart Workers and Job Design
What different types of mobile workers are supported?*.
What are the specific tasks being supported (e.g. virtual team work, remote access form the field etc.)?*.
What changes in the level of each job responsibility and goals, number and kind of tasks, formalization and
training?
What changes in the level of goal definition, control and supervision, assessment and reward?
Are there diversity issues? Gender, age, tenure etc.
Investments Made in Different Organizational Systems
Field Reference
Change management actions implemented in the organization:
1. Training for the middle and top management
2. Training for the end users
HR 3. Communication plans De Kok (2016)
4. New MBO systems
5. Projects of cultural changes
6. Processes’ reorganization
Space organization Elsbach and Pratt

Redesign of the workspaces, supporting a different work organization
and layout (2007)
Extent to which employees telework (% teleworkers and time per

week)
Martinez-Sanchez et
ICT Extent to which employees use ICT personal devices (PC, tablet etc.)
al. (2007)
Extent to which employees use external ICT services (e.g. Skype,

Twitter) at any time from an place
Corporate Level Policies (Managerial Systems)
Does your organization have any formal process by which mobile workers receive appropriate training (both
technology related and non-technical such as work –life balance, danger, antisocial behaviours, distraction)*.
Is the way workers are evaluated and rewarded changed?
How do you measure success for your mobile work programme (e.g. efficiency, effectiveness, retention, job
satisfaction, ROI etc.)*.
Culture and Top Management Support
Do you think that your organization’s culture is conductive of effective mobile work? How was it improved?
How can it be improved?*
Interview Questions for SW Responsible in Charge
When do you hear anything about SW for the first time? Do you agree with the decision to introduce SW in
your enterprise?
Which is personal your experience with SW?
How much freedom do you have in using SW for your colleagues?
Which are the most relevant problems you met with? Which the most significant benefits?
Which kind of support do you ask for managing SW?
Are you satisfied with SW experiences?
What do you ask to HR department for a better use of SW?
Are you ready to manage smart workers? What competences do you need to develop?
What are you interested in learning about SW?
What do you think is the future of SW? in your unit?
Interview Questions for to Trade Unionists
Which was trade unions role in SW decisions?
What do you think about SW in your enterprise?
Which benefits? Which problems?
How do workers accept SW? Which is you role in favouring SW introduction?
Is SW sufficiently supported in your enterprise? Which role did HR department play?
How strong has the Top management support been?
Which future for industrial relationships?
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Torre T., Sarti D. (2018) Into Smart Work Practices: Which Challenges for the HR Department?. In: Ales E., Curzi Y., Fabbri T., Rymkevich O.,
Senatori I., Solinas G. (eds) Working in Digital and Smart Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-77329-
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30/03/2021 Into Smart Work Practices: Which Challenges for the HR Department?

Into Smart Work Practices: Which Challenges for the

Teresina Torre (1) Email author (teresina.torre@economia.unige.it)

1. Department of Economics and Business Studies, University of Genoa, , Genoa, Italy

Interview Questions for HR Managers

SW: Reasons/Objectives and Results

Year of beginning to think about SW implementation.

Year of implementation of first initiatives on SW.

Today level of achievement of previous stated objectives/benefits?

* Chen and Nath (2008, p. 45)

Idea, Implementation and Actors/Functions Involved

What was the role of Middle management in all this?

What was the role of Line in all of this?

What was the role of HR department?

Main Obstacles and Concerns

* Chen and Nath (2008, p. 45)

Smart Workers and Job Design

What different types of mobile workers are supported?*.

Are there diversity issues? Gender, age, tenure etc.

* Chen and Nath (2008, p. 45)

Investments Made in Different Organizational Systems

Change management actions implemented in the organization:

1. Training for the middle and top management

2. Training for the end users

HR 3. Communication plans De Kok (2016)

4. New MBO systems

5. Projects of cultural changes

Space organization Elsbach and Pratt

Extent to which employees telework (% teleworkers and time per

Extent to which employees use external ICT services (e.g. Skype,

Corporate Level Policies (Managerial Systems)

Is the way workers are evaluated and rewarded changed?

* Chen and Nath (2008, p. 45)

Culture and Top Management Support

* Chen and Nath (2008, p. 45)

Interview Questions for SW Responsible in Charge

Which is personal your experience with SW?

How much freedom do you have in using SW for your colleagues?

Which kind of support do you ask for managing SW?

Are you satisfied with SW experiences?

What do you ask to HR department for a better use of SW?

What are you interested in learning about SW?

What do you think is the future of SW? in your unit?

Interview Questions for to Trade Unionists

Which was trade unions role in SW decisions?

What do you think about SW in your enterprise?

Which benefits? Which problems?

How do workers accept SW? Which is you role in favouring SW introduction?

Is SW sufficiently supported in your enterprise? Which role did HR department play?

How strong has the Top management support been?

Which future for industrial relationships?

Google Scholar (http://scholar.google.com/scholar_lookup?title=Characteristics%20of%20Socio-

Google Scholar (http://scholar.google.com/scholar_lookup?

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