A big problem when telecommuting is potentially becoming "disenfranchised" by the organization and not being able to form a partnership with other employees ( Ford and McLaughlin 1995). For example, if a teleworker entered an organization's workplace and interaction with employees was involved, those working at that organization would already be familiar with it, which could lead to feeling marginalized. As for the downsides for companies when it comes to telecommuting, not being able to supervise those working from home can be difficult. Since companies often have multiple teleworkers, companies are forced to reduce the scope of supervision over home-based employees and therefore cannot address the issues faced by each individual teleworker. Not being able to supervise also leads to companies not being able to measure the progress of those who telework. If those working from home put in extra hours and effort, this may not necessarily be monitored, therefore missing out on rewards and praise. It is the job of an HR manager to ensure that these disadvantages are managed and that they adapt to the telecommuting style of