So far, the various solutions adopted by companies to face the risk of contagion from the pandemic were announced as temporary measures. Teleworking was one of the most recurrent alternatives chosen by firms. 

Until now. 

Recently, Sky Airline announced its new and permanent home office policy, meaning that its employees will not return to corporate offices in either Chile or Peru. We knew that some small companies had already adopted this decision, and this option was gaining traction as a trend. However, for a company like Sky Airline to make this move is a landmark. 

The difficulties faced by the airline industry, due to the decline in operations, led the company, as reported, to assess the labor situation, review the functionality of teleworking, the status of employees, and the efficiency of the company. And they made the change. 

What I find most interesting about this example is that, alongside the prior evaluation and consultations with employees, something fundamental was not overlooked: there are aspects of in-person work that are irreplaceable in teleworking. 

In the case of Sky Airline, for example, each employee will be required to attend company social activities once and there will be opportunities for some team meetings to be held in person. 

However, there are other issues a company must consider when making such a decision, many of which are related to its employees, such as working hours. The fundamental point, which in a way also encompasses the previous points, is to have a clear understanding that teleworking not only requires technological solutions but also organizational solutions. These involve changes in leadership styles, teamwork, and communication with employees. Undoubtedly, a significant challenge: 

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Ultimately, the focus should be on addressing these aspects as a priority, as they directly impact productivity, work quality, and employee commitment to the company.