Teletrabalho na Receita Federal do Brasil: retrospectiva e prospectiva

Abstract

The Federal Revenue Service of Brazil already in 2012 got ministerial authorization to adopt, as a pilot experience, the telework for its servers. Afterwards, in 2016, the experience was approved and the management program was authorized as a practice in the body, allowing its expansion to various work processes. The growth in adherence to this type of work was gradual. At the beginning of 2020, approximately 10% of the servants were in telework, but from then on the growth was quite accelerated, when the public health emergency was already going through, due to the coronavirus pandemic. The objective of this study is to contribute to the improvement of the rules and practice of teleworking in the RFB in 10 quarters (3rd quarter/2019 – 4th quarter/2021), identifying aspects related to teleworking conditions that are decisive for good performance in work activities, specificities of work teams, and, after crossing these data, presenting proposals for adjustments or recommendations to this type of work. In the descriptive type search, which also included two open questions, RFB employees working from home in the states of Bahia and Sergipe, which form the 5th Fiscal Region, were interviewed. In the results, some homogeneous characteristics were found, dispersion in performance, an increase in productivity in telework was compared, more consistent when the leadership adapted to the new context, maintaining the cohesion of the team, having a virtual presence and preserving some synchronous band of work of the team. By regression, it was identified that quality of the works has a significant variation explained by the conditions for telework and by the exchange and learning opportunity. Improvements and revisions in the metrics were suggested, preservation of meetings, including face-to-face meetings, provision of consultancy by the institution for ergonomic and IT improvement in telework locations, preservation of the uniformity of criteria in concessions and care to maintaining the sense of belonging with the body. Time flexibility brings a set of advantages, but it penalizes the interaction between teams, demanding some limits. The extreme individualization of work implies a risk to the continuity of the teams in the long term.