“Future Visions for Organizations in the Kurdistan Region”
Teleworking, also referred to as telecommuting, is a flexible work arrangement in which employees perform tasks outside of traditional office settings, typically from home or other remote locations. This practice and style became more tangible, especially after the COVID-19 pandemic, where technology plays a crucial role in enabling unified and integrated communication, productivity and productivity.
The coronavirus pandemic has caused companies to turn to remote management or through different technologies, the Internet and platforms, thus HR managers frightened and confused because they are either not prepared, or because of their strangeness, inexperience and lack of experience preexisting awareness and culture in hands-on use of technology. In this situation, managing productivity, work quality and quantity, and employee health, became complex and painful challenges. Though, before the outbreak of the coronavirus, most countries, their institutions and universities have been using electronic platforms, academic applications and technology in general under the umbrella of e-government take advantages. However, in the Third World countries in general and in the Kurdistan Region in particular, this powerful tool has not been used properly, although several good steps have been taken to build e-government and electronic transactions of citizens, but efforts must be increased and a comprehensive sustainability plan is needed and, most importantly, follow-up it is comprehensive and permanent.
“Teleworking from the Kurdistan Region”
Over the past few years; out working has gained popularity in the Kurdistan Region, especially due to the COVID-19 pandemic, which accelerated its adoption globally and regionally. The concept of telecommuting in the KRG is relatively new but has seen varying degrees of implementation across sectors.
Private Sector: – Some private companies, especially those in the IT, consulting and creative industries, have started incorporating out work into their operations.
Public Sector: – Telecommuting in government institutions has become less common due to bureaucratic challenges and reliance on traditional working methods.
Universities: During the pandemic, universities and educational institutions in the Kurdistan Region have moved to online teaching platforms, developing the idea of working remotely for teachers and staff.
“Recommendations and the future of telecommuting in the region”
A new era is likely to emerge, such as the “hybrid era”. This is a very important and significant turning point and this flexible model accommodates different ways of working, whether present in the company or, working in his room, or wherever else he is most productive. Given the current market trends, it’s not wrong to assume that telecommuting will become more widespread across different industries. As young people enter the labor market, the importance of concepts such as work-life balance and workplace flexibility has become more important than ever. This event served as a powerful catalyst for a shift towards telecommuting and the implementation of policies to promote balance and flexibility. The future will include telecommuting software, virtual reality meetings, work-related mobile tools and artificial intelligence; they play a vital role in turning remote work into a cohesive and complete experience.
Another important point is to promote blended work models, encourage organizations to adopt a mix of in-office and out work, given the strong collectivist culture in the Kurdistan Region, where face-to-face interaction remains important far away. Provide training and development, offer training programs to employees and managers on telecommuting skills, including digital literacy, time management, and virtual communication and raise awareness about cyber security to protect sensitive data in remote work environments. Addressing cultural barriers, due to diverse cultures and high commitment and getting used to it, encouraging flexibility and trust within organizations, as traditional hierarchical management styles may resist remote working and it should be explained that promoting the idea that productivity is measured by output rather than physical presence, to shift mindsets towards results-based management.
Use local talent for global opportunities and develop programs to connect Kurdish professionals to job opportunities away from international markets, promote regional economic growth and global integration and encourage inter-sectorial cooperation and partnerships with universities and training centers to equip students with the skills needed to work in telecommuting and emphasizing collaboration with the private and public sectors to standardize best practices for telecommuting.
