Page 27 - IMDR EBOOK 20 OCT 2020
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"Pandemic and Beyond: Naviga ng the New Normal" E - Book Year 2020
9.
SECONDARY DATA ANALYSIS
Introduction :- It was observed that there were companies like IBM India, TCS have
started implementing the concept of Work from Home.
CASE STUDY 1
Business Standard on 10th April 2020 reported “Coronavirus Lockdown : IBM India
says 99% workforce now working from home.”
Interpretation:-
It means that IBM India has enabled 99% of its employees to work from home. The news
also mentioned that they dealt with two challenges:-
1. Expanding IBM infrastructure to meet the high demand for online trafc,
2. Enabling its employees to be more productive in the new distributed way of
working.
CASE STUDY 2
Business Today has reported on 25th April 2020 that Post-coronavirus, 75% of 4.5
lakh TCS employees to permanently work from home by 2025; up from 20%
TCS has decided to reduce infrastructure cost by asking 75% employees to work from
home by 2025. It is working on the model of working with only 25% employees at work.
These two cases proved that there is a need to change the employee structure which
supports the opinion of dividing employees in 3 parts. Here TCS and IBM have divided
employees into two parts. Similarly it stresses the need of augmenting the IT
infrastructure in India and to train the employees for new system of work from home to
maintain their productivity.
PROS & CONS OF VIRTUAL WORKING
3.1 Pros of Virtual Working
• It saves infrastructure cost, facility management cost & transportation cost.
• It reduces air and noise pollution.
• It reduces load on public transport facilities like roads and trains.
• Employees can have exible working hours.
• It is a safe option for employees.
• It will reduce no. of road accidents.
• It will reduce crimes in public places and ofces.
3.2 Cons of Virtual Working
1. The security and reliability of the internet services are doubtful.
2. It can be implemented for those jobs where employees need only a smartphone, a
laptop and a secured internet connection.
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