"I think a trust factor is essential for remote working to succeed from a management position and therefore until this is effective, remote working will not be properly accepted within the organisation. Eradicating the perception that remote workers gain additional priviledges because they do not come into the office daily needs to be consistently re-inforced by the remote worker and their managers. Therefore, it may be difficult for organisations to put into place different management styles, procedures and practices to make remote working a successful and positive job function."

"Having the ability to monitor the work of staff"

"Security and control"

"Risk, data security and performance management (real-time)"

"Fear (unfounded) about the security of data."

"Security and lack of Control. They are uneducated in this field and want other companies to try before they buy etc."

"The number one issue is data security"

"Many managers have control issues."

"Old school thinking that you need to be at work in order to be productive. Privacy laws- allowing confidential information out of the business."

"A lot of managers feel if they can not see their team they lose control. It is typically an ego adversion."

"Control Fear"

"The old adage: "I can't manage what I can't see" or "it's difficult enough in the call center, how can it be possible if we are not face-to-face". Also information and data security is perceived as a danger. Again, these are perceived issues, the reality is the opposite."

"My experience is that companies have heard too many stories of where remote working has failed due to inadequate selection and training or from the less professional examples where remote workers are really franchisee agents. In the contact centre environment, there are also the costs associated with building offices in peoples' houses with appropriate security considerations and management overhead. However, when compared to the costs of running a monolithic contact centre/purchasing a new building, remote working can be easily cost justified."

- Perceived sense of lack of control.
- Concerns about security
- Belief that its is harder than it is

"I believe that the sense of giving up control is a big reason why many companies are reluctant to deploy remote workers. It is absolutely incorrect that you are giving up any control by utilizing a remote workforce--the opposite is actually the case. You are empowering your team to take more responsibility for their own success and failure. VIPdesk utilized performance-based management--all of our team members know what metrics their performance is being evaluated against, and how these metrics are related to company goals. Thus, everyone knows what is expected of them, which has proven to be very successful."

"Fear of not being able to monitor or manage employees effectively and consistently. Confidence in remote technology solutions, etc.
Depending on the industry, security and legal concerns may also be an issue.
Not sure where to start or how to enable remote workers"

"I see two main reasons:
- First a fear that, regardless of their ability to monitor home agents through statistics and reports in real time, supervisors cannot "eyeball" a portion of their population.
- Second, there have been concerns that home accidents could be construed as insurance risks."

"Feeling that they will lose control. General distrust of their ability to work without direct supervision."

"Security - Managers don't trust their workers"

"They do not understand the technology available to help them and believe that if they cannot see an agent then they cannot control them."

"Fear of losing value with existing employees, backlash from Society, Need of data security requirements."

"Feeling they have to see employee."

1.) They are not familiar with the system.
2.) They may be ashamed of sending the work somewhere else instead of employing local people.
3.) Communication works well when you see somebody face to face.

"Concerns regarding security, confidentiality"