Stay-at-home orders under COVID-19 are posing a problem for managers, at a time when many businesses are adopting telework strategies for the first time. About three-fourths of companies find it difficult to adjust to telework as a means of doing business, according to new studies by the Society for Human Resources Management.
It's not just a matter of supplying remote employees with a new video networking channel and thinking that it's going to be business as normal. Managers need to be mindful of how remote work can cause feelings of alienation among team members. When you're used to seeing your friends or clients every day, feelings of alienation will creep up surprisingly easily.
This modern remote working environment will also have an effect on concentration, team spirit and imagination. It's not something that is always thought about, but if we want to help our teams remain safe, fulfilled and eventually efficient, we need to understand and handle the high-stress atmosphere that remote work will produce for many individuals."
Providing guidance, establishing limits and checking the fundamentals are among the most critical steps to take when setting up your project. There will be questions; be open and offer clarity on expectations, deadlines, success targets and more. Outline the availability of each team member and ensure that they can be reached as appropriate.
Just as in the office, administrators should keep employees up-to-date on strategy and personnel shifts, business milestones and advice for living at home. They can also model behaviour around the hours of work of workers, such as the definition of requirements to respond to any post-hour work e-mails and texts. This lets workers maintain a balanced work/life balance. Moreover it keeps them from burning out—which, without a physical barrier between home and workplace, can be more normal when they work from home.
2. Avoid micro-management (there's a tool to help with that).
You shouldn't have to look over the shoulders of your team when they're in the workplace, but you shouldn't have to do that while they're remote, either. Daily one-on-one checks may nudge management into micro-management. Additionally it cab be a huge waste of time if the data can be handed over on a silver platter anyway with an Executive information system.
Instead of your daily conversation with your employee be about the administrative why not talk about goals and methods??
3. Emphasise contact.
It is important that managers collaborate with their remote personnel, because it keeps employees informed of timelines, available tools, job-related difficulties and priorities of managers, including work schedules.
Often, think which contact medium better suits the team's culture—e-mail, email, phone calls, video chats, intranet—and find the precarious balance between continuously pinching staff with text and e-mail and radio silence. The level of contact can vary between employees.
The easiest way to do this is to question staff how they want to be handled when operating remotely. Thus managers will keep an understanding on what each employee wants in order to stay productive when working from home. Moreover, while it is necessary for managers to monitor indicators that matter to their company and check in with workers, too much supervision will show employees signs of distrust.
The most effective managers are strong listeners, confidence and respect, workload and development without micro-management, and on the side of over-communication.
Surveys are also an underutilised instrument. For example, a monthly or quarterly employee net promoter score can be helpful, along with pulse surveys, to deepen employee feelings.
The net promoter score is a measure of how willing an individual will be to market his or her company to other job seekers. If you ask our staff for suggestions, you need to do something about it."
In this modern work reality, many employees feel alienated and disoriented. That's why it's necessary to communicate with workers. Share constructive comments, open a friendly chat channel, or attempt to 'grab coffee' together—whatever helps preserve a sense of normality unity.
Strong administrators are making themselves open to members of the team. Go above and above and ensure an open-door policy for remote workers, making yourselves accessible through various time zones and through a variety of technologies. Remote workers should still rely on managers to respond to urgent concerns.
When it comes to working with remote teams, the trick is to have flexible hours to ensure continuity. Although a concrete strategy is a must, you should be open to adapting plans if necessary. If the workers want to spend their morning or evening hours does not matter as long as the job is done and of good quality.
7. Session Duration
What happens in the workplace does not work remotely. Have brief simulated huddles instead of long sessions.…. Apply this approach to team resourcing, preparation and action planning.
8. Monitor Success
Have your workers send you a work schedule, along with the duties they are supposed to do within a specified timeframe. This will ease your concerns and give your team the structure they need to fulfil their task. Remember, just because you can't see them sitting in their cubicles doesn't mean they're not doing work. Trust in the process.
Providing a collaborative document that records job practises is one way administrators can keep informed of what their employees are doing. It's a successful exercise, even while teams are in the workplace and it will allow managers to refine their priorities and obligations for workers in this unpredictable time. Also, settle as a team on appropriate behaviour for simulated collaboration, such as how easily to respond to messages from colleagues. Is it okay, for example, to send a short message saying "I'll call you later" if you're intensely focused on something else when a co-worker reaches out?
10. Celebrate achievements
Managers should still search for ways to mark the same career achievements as will be observed in the workplace. Employees would just have to turn their high-five to a simulated elbow bump for the time being. There are lots of ways to do this, such as videos that celebrate the accomplishments of people. The videos that would feature on the company's website replace the acknowledgment that would have taken place at the company's annual part.
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