You research some articles on best practices for remote work environments. You found 2 articles and you made note of important sections which are shown below.

ARTICLE 1:

The typical teleworker is 47 years old, has been with a company for 12 years, and earns $67,000 a year, according to the Telework Research Network. Among workers with small children, the majority of those working at home are women, but otherwise, there is no gender gap among teleworkers. You'll find the highest percentage of teleworkers in occupations that involve spending time at client sites-think management consultants, salespeople and insurance claims adjusters. Successful telecommuters have similar traits. They're good communicators and have impeccable time management skills. They're proactive, self-starting, and self-disciplined; motivation comes from within. They also don't mind working in solitude, without the camaraderie of colleagues every day. Rest assured, slackers are quickly outed. "If people were at home watching reruns, it would be evident that they weren't accomplishing very much," says Mahoney, Ulbrich partner Russ. "We know how many hours a particular project takes." You might be perfect for telework, but your job must be suited to it. Are your client meetings predictable? Are your main forms of contact e-mail and phone? Can you group duties to be done at home regularly? Do your performance ratings meet or exceed expectations? A yes to all those questions may indicate that telecommuting is a good fit for you. Working with classified information, needing access to paper documents, or being an entry-level employee, however, could put the kibosh on your work-at-home plans. (Find out whether your job lends itself to telework by using the Eligibility Gizmo at www.telework exchange.com.) The Pitch When presenting the case for telework to your boss, remember that even in the most flexible offices, working at home is always a privilege and never a right. Don't ask to work at home full-time. Let your boss know that you have a quiet place to work and that you have child care if needed. Assure your employer that you'll be the only one using company-provided supplies or equipment and that company information will remain secure. Detail how you intend to meet the needs of supervisors, clients, and co-workers, with work that's predictable, on time, and high-quality. Expect to start with a temporary arrangement to be reevaluated after a specified time. (You may have to shell out some cash to stock a home office. Only about one-third of companies buy everything you need.) 8 of 9 Many free or inexpensive tools and apps can make telecommuting life more efficient. With Google Docs you can collaborate on documents, spreadsheets, and presentations. Use Google Talk or Yahoo Instant Messenger to chat with co-workers. Host a video conference with up to ten people with Google Hangout. Dropbox lets you store up to 2 gigabytes of files free, for easy retrieval on any device that connects to the Internet. Stay on-task and keep track of the time spent on projects with RescueTime, which monitors how you spend time on your computer; it alerts you if you linger on sites you've deemed distracting. Executing a work-at-home arrangement wisely can mean the difference between moving up the ladder and falling off it. Telecommuting works best 'if you can be evaluated on the results you produce rather than the time you put in-and for some managers that can be a huge culture shift. A tax-advisory service in Texas almost lost a key manager to a competitor offering a more family-friendly schedule. Now, employees are measured by the results they achieve, using revenue targets, for instance, or client-satisfaction scores. Whether or not your company employs such yardsticks [measures], it's crucial to communicate what you're working on and to share your progress. "The partners I'm working for know that this is what I did today, this is what I'm waiting on and this is when I think I'll wrap up," says Shuda, the small business consultant in Minnesota. She is also considerate of co-workers. "My calendar is kept up-to-date that's key to making work-from-home work for everyone else." It goes without saying to respond promptly to calls and e-mails. When you are in the office, stop by the desks of colleagues and managers. And make a point of socializing, at least a little. "It's important to show up for key moments when people are bonding-celebrations, parties, the kick-off of a new product," says Ken Matos, senior director of Employment Research and Practice at the Families and Work Institute. Go to lunch with the people you used to bat around ideas within the break room. Just try to get back to your home office before rush hour.

ARTICLE 2

Many leaders worry that remote and hybrid work is undermining their organizations culture. Their concerns arent entirely misplaced: A 2022 global study by the research and advisory firm Gartner found that just 25% of remote or hybrid knowledge workers feel connected to their companys culture. But forcing employees back to the office is risky, as CEOs including Elon Musk and Jamie Dimon have discovered firsthand. Companies should take another tack. I find it ironic when leaders say they need to bring workers back to the office because of culture, says Alexia Cambon, a research director in Gartners HR practice and a principal author of the study. Theyre going to get the opposite of what they hope for. Instead of viewing hybrid work as a disruption to the cultural experience, leaders should see it as an opportunity to build culture differently. Before the pandemic, firms focused on their culture-building efforts on alignment, trusting that connectedness would occur more or less by osmosis. Leaders hoped that the way offices were designed and decorated and the frequent interactions among workers would foster an emotional connection with the organization, Cambon says. 9 of 9 That approach had limitations even before the pandemic, she adds, and it is insufficient in a world where employees spend 65% less time in offices than they did before the pandemic. The researchers suggest three strategies for driving connectedness among hybrid and far-flung workers. 1. Shift from diffusing culture through the office to diffusing it through the work itself. his points to a valuable opportunity for employers to instill culture through daily tasks. When youre home, you have a more intimate relationship with work, Cambon says. Every time you engage in a task, you should see the corporate culture reflected in it. Leaders should start by auditing the firms work processes to make sure they are compatible with the intended culture, the researchers suggest. Say you want your firm to be innovative, forward-thinking, and fast-paced, Cambon says. If your methodologies are bureaucratic and your systems have constant technical glitches, that will undermine the culture. Companies should help employees see that their value comes from the role they perform, not their physical location. 2. Connect through emotional proximity, not physical proximity. Physical proximity is being in the same space as another individualbeing seen, they write. Emotional proximity is being of importance to othersfeeling seen. Because remote and hybrid employees have fewer workplace interactions, each exchange makes a stronger impact. That heightens the imperative to identify and remove toxic workers, especially those in positions of influence. It also means that companies should refrain from requiring people to attend meetings unless theyre truly needed. The more employees feel that their contributions are valuable, the more connected to the culture they become. Finally, leaders can create moments of emotional proximity by helping remote employees see how their work connects to the company mission. 3. Shift from optimizing corporate culture to fostering microcultures. Multinationals have long faced the challenge of creating a strong corporate culture while also allowing local microcultures to thrive. With hybrid work splintering workforces into more- autonomous cells, all companies must now strike that balance. The research suggests that leaders should favor somewhat devolved control: Survey respondents reported that team-level experiences increased connectedness substantially more than enterprise-wide initiatives did. Royal DSM, a Dutch health and nutrition company, now treats the culture as a flotilla of independently piloted ships rather than a single tanker. The company provides the flotilla with guidance to sail in the right direction, but it does not prescribe the norms and behaviors aboard each boat, the researchers write.

Write about both the articles Fish Bone Diagram and HR Metrics.