TeamViewer Finds Remote PC Access Important to Consumers
A Harris Interactive May 2011 survey of over 2,000 North Americans has reported that remote computer access is an important priority. TeamViewer, a provider of remote computer access, has learned that consumers have personal reasons when needing such access, an example includes a file forgotten behind while on a business trip.
When on-the-go and away from the office, North Americans still need to be able to access their computer. When asked what they’d do once realizing an important document was left behind, survey takers answered that they would:
- Run to the nearest phone – 30 percent
- Feel like they were kicked in the gut – 25 percent
- Shouting expletives – 22 percent
- Feel like vomiting – 12 percent
“When you forget something on a business trip, the feeling is worse than five car accidents,” said Tim DeBenedictis, the founder or Southern Stars which produces the award-winning SkySafari planetarium app. “But TeamViewer gives you the freedom from worry. With TeamViewer, I can retrieve files from my laptop with my iPhone three hundred miles away. TeamViewer provides a sense of relief no aspirin can match.”
Another important computer access opportunity to keep in mind is the remote access of someone else’s computer—whether it be a family member or friend. Four out of five North Americans (79 per cent) explained that in these scenarios, remote access would be fairly important:
- To help someone learn how to fix a problem with their computer – 66 percent
- To show a relative how to use a complicated program – 58 percent
- To help someone check their email – 56 percent
- To help someone surf the Internet – 51 percent
- To play a game with a distant friend – 41 percent
- To help a friend update their resume – 37 percent
- To assist a loved one with a highly contagious disease – 37 percent
“TeamViewer gives the modern family the freedom to stay connected,” said Melissa Ulrich, a busy mom and president of J&M Patent Designs, the nation’s leading patent drafting firm. “Whether I’m helping my grandparents fix a computer problem they can’t solve or helping someone who’s just not good with software, TeamViewer makes it possible. As the weather gets worse and the winter travel season kicks off, TeamViewer will be indispensable for families wanting the freedom from hassle.”
How changing your company's software code can prevent bias
Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day.
Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization.
Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.
Why should businesses today care about removing company bias within their software code?
We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization
What impact can exclusive terms have on employees?
Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.
Please explain how Deltek has removed bias terminology from its software code
Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!
What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?
What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.
What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology?
My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve.