Chinese lessons for Yahoo's boss Telecommuting in China blurs boundaries between home and work, says Patti Waldmeir Constructing profit: China's economy still growing Marissa Mayer may want to take a leaf out of the Chinese HR manual when taking on the pyjamas-wearing home-workers as boss of Yahoo. At many Chinese companies, even sinecures in the state sector, mid-level managers and above are required to keep their phones switched on and answer email within two hours - when they're on holiday. That gives a new meaning to the concept of "work from home": in China, it's what you do when you ought to be on holiday. Diligence like that comes with the territory, it seems: leisure has had a bad rap in China since the days of the iron rice bowl. And blurring the work-life boundary is nothing new either. Under communism, the party picked your job and your job determined almost everything else: where you ate, slept, birthed your offspring and even spent your dotage. Work and life were kept in perfect equilibrium - or else. Even today, many Chinese workers find it hard to tell where work ends and life begins. Construction workers live on-site, in the same flimsy prefab shacks, festooned with seemingly the same pair of tattered underwear air-drying outside the window, throughout China. When the shack went up and the undies went out on the vacant lot opposite my home, I knew the cranes could not be long to follow. And even after completion, Chinese apartment buildings are filled with live-ins - not maids but welders and plumbers and tilers and carpenters. Flats in China are sold as empty shells, and those who fill them with floors and walls and bathrooms and kitchens live there while they work (which is why the sound of drilling never takes a holiday either). A few outliers in the business world have begun to sing the praises of something other than nonstop toil. Last week Jack Ma, founder of the e-commerce titans Alibaba and Taobao, used his swansong as CEO to announcethat "from tomorrow, my career is to enjoy life." Some Chinese companies have begun to offer lifestyle concessions to keep employees happy, says Jennifer Feng, chief HR expert at 51job, one of China's leading recruitment agencies - such as allowing employees to refuse to take phone calls or answer emails for two to three days. Per week? Per month? "A year," she says: two to three days out of 365. And although that particular form of indolence known as "working from home" is out of fashion at Yahoo, where Ms Mayer has told staff to work from the office, it is getting its first tentative trials in China. One local government in Shanghai is trying to promote the concept by working with Ctrip, China's largest, Nasdaq-listed travel agency. Ctrip told local Chinese news that it had lowered its usual requirements for age and appearance, and focused more on honesty and responsibility when deciding which employees should be allowed to work without coming to the office. The company's CEO, James Liang, wrote up Ctrip's nine-month experiment in home-working with Stanford University professor Nicholas Bloom, concluding that performance increased dramatically and attrition fell sharply - while the company saved about $2,000 per employee per year worked at home. Half of the 1,000 studied employees stayed in the office as a control group, while the other half donned their telecommuting loungewear. Attrition rates among those in pyjamas were 50 per cent below the white-collar cohort. After the experiment ended, those who chose to continue telecommuting recorded performance that was 22 per cent higher than the work-at-works. But Ms Feng of 51job says she thinks most Chinese workers and employers do not share Ctrip's sanguine view of the supposed win-wins of telecommuting. Some Chinese IT companies banned working at home even before Ms Meyer got around to it and others that offered staff the chance to stay home one or two days a month have not found such offers to be that popular, she says. Most telecommuters found they were working longer, not shorter, hours, says Ms Feng. "If they work at a particular place for particular hours, that gives them a reason to refuse after-work meetings, but when they work at home . . . they are required to reply to emails within half an hour, attend meetings and distance-learning courses at night," she says. At that rate, they might be better off on holiday: at least that way, they get a full two hours to hit the reply button.