Just getting started with remote workforce management in your company? This guide from the CurrentWare team will provide you with the insights you need to manage a distributed or remote team.Table of Contents
Hiring and maintaining a remote workforce may come with its challenges, but there are also incredible benefits.
Not everyone is going to flourish as a remote worker. As with any hiring process, you will need to exercise your due diligence in vetting suitable candidates, but there are some key qualities that you should look for that will be valuable later on.
A majority of the time your distributed team is going to be talking to one another through text. A candidate that can clearly communicate their intended message through text will save precious time on clarification and miscommunication. This is particularly important once you start factoring in employees across multiple time zones where opportunities for real-time communication are scarce.
Remote work requires a high degree of independence. Your remote employees need to be able to do their best work without direct supervision as they may be working in an entirely different time zone than you, reducing the amount of real-time guidance you can offer. Once you’ve provided them guidance on project goals and priorities you want them to be comfortable executing on those concepts right away.
Remote employees are going to experience a lot of conflicting priorities in their roles. A successful candidate will be able to execute by focusing their time and energy on the most critical tasks.
Remote work has been made possible through a wide variety of software, platforms, and other technology. A successful remote worker needs to come equipped with a suitable degree of tech-savviness and flexibility to prevent the adoption of new tech from hindering their performance.
Time Zones: As advantageous as a global talent pool is, it’s not without its difficulties. Conflicting time zones can make opportunities for remote collaboration quite limited unless employees are willing to work at odd hours. Appointment schedulers like Calendly can help make coordinating meetings far easier.
Flexible Schedules: In the world of remote work there is less of a concept of a standard schedule. While some companies opt to establish “always-on” periods where employees can be expected to be reached the more flexibility that can be offered the better.
Lack of Visibility: Transitioning to managing remote workers can be difficult if you are used to gauging employee engagement through visual queues and spontaneous check-ins. Remote employee productivity management requires a results-oriented approach that looks at their progress towards key milestones.
Telecommuting technology is critical for remote employees to perform at their best. Set them up for success early on by making sure they have the essentials.
Aside from the essentials listed above, there are other pieces of tech that are popular among distributed teams.
Project management tools are excellent for tracking the performance of remote employees and tracking progress on important project milestones. Popular examples include Trello, Asana, and Jira. These tools help facilitate asynchronous project collaboration between remote employees and provide a platform where project details and changes can be readily tracked.
Team chat platforms such as Slack, Workplace From Facebook, and Microsoft Teams help bring distant teams together. These tools help declutter email inboxes, consolidate communications, and provide employees an opportunity to easily reach out to their teammates and managers. These platforms often include features that allow managers and coworkers to readily see who is currently online and whether or not they are available to chat.
Remote work thrives on the cloud. Unless your employees are working entirely independently you will need to provide them with the means to share files with their colleagues. Popular options include Google Drive and Dropbox.
Thanks to mobile devices remote employees can be entirely location independent and continue to work while traveling. While this is great from an accessibility and convenience perspective, the public wifi offered in coffee shops and airports are prime targets for bad actors.
Use these tools to provide secure internet access:
If your remote employees have access to sensitive company data such as customer information and trade secrets, you’ll need access control measures in place to prevent a data breach. Device control software blocks employees from connecting data storage hardware to their computers and leaking sensitive data. Unless your employees have a legitimate need to use USB storage devices on company devices it is best to proactively block access to them to prevent accidental or malicious data loss.
Remote employee monitoring software is used by employers to collect user activity data. This data is used to identify productivity trends, discover actively disengaged employees, and help managers find out which of their employees need additional support.
There’s bound to be a lot to cover in the first few weeks. Before assigning them any big projects make sure they are set up and comfortable with your company’s tech stack. Give them an opportunity to play around with the core functions and practice using the tools they’ll be heavily involved with. You should also get them set up with their accounts and provide them with any hardware or software they’ll need to use.
To get your new hire connected to your company you need to make them feel like a part of the team from day one. A series of video calls early on goes a long way; invest some time arranging social meetings between the new hire and their colleagues so they can properly connect before they start working together on projects.
Social calls are an important first step, but what a new hire really needs is a go-to person that can help them get a sense of the company culture. Company policies and marketing materials only tell part of the story – the real value is going to come from the lived experience of an experienced colleague. A work mentor is also helpful for answering questions that a new hire may not be comfortable asking their direct report.
Paying careful attention to remote workforce training is crucial for setting employees up for future success. Depending on their role they may be using new tools they’ve never seen or they may need to learn more about elements that are specific to your company such as products, policies, and services.
Remote employee training can be more than handouts, videos, and 1:1 video calls. If you have a lot of material to cover you may want to invest in an e-learning platform that helps you train your employees through interactive quizzes and structured learning modules.
Your virtual employees need clear expectations in order to be set up for success. From the very beginning they should have an understanding of your company’s standards for etiquette, norms, and performance. At this stage they should be getting a sense of how their performance will be evaluated, the key priorities for their role/the company, and what they should be focusing on.
It can take a while for a new hire to settle into any workplace, let alone one where their colleagues may not be as accessible and they’re used to. In the early stages give your new remote worker an opportunity to get settled in before putting them head-first on a big project. Start with smaller projects and work your way up to more complex tasks once they’ve demonstrated that they’re appropriately settled in and given the resources they need.
It’s easy to get overwhelmed early on. If your company isn’t proactive in keeping in touch with new hires you may not realize that they’re struggling. Make sure that you’ve made yourself approachable to your new hire and that they know who they can reach out to for help. Set up regular meetings where you can hear about what they’ve learned so far, who they’ve met, what they’ll be working on, and any struggles they may be having.
Remote employees will benefit from having a manager that is equally as responsive to them as they would be to their in-house staff. Where feasible, provide remote employees with communication channels they can use when they need to get in touch right away.
You need these communication tools to keep your remote team connected, but they’re not equally suitable for each use case. You need to establish with your remote workers the company etiquette and best practices surrounding each one.
When to use email:
Think of instant messaging as the remote equivalent of a tap on the shoulder. Team chat platforms such as Slack or Microsoft Teams are excellent tools for speeding up the flow of communication. When employees need to ask a quick question or spend a bit of time chatting back-and-forth throughout the day these platforms are ideal.
When to use instant messaging:
Instant messaging etiquette:
Video calls are incredibly important for remote teams. It can feel isolating to be working alone in a home office and only interacting with your team members through text. Video calls can be used to provide some much needed human interaction. Where feasible, opt to have a video call over a phone call as this will improve social rapport and provide information through non-verbal queues.
When to use video calls
Video call etiquette:
Remote work comes with its advantages, but it’s not always glamorous. It’s no secret that remote workers can start to feel isolated from their team members. Buffer’s 2019 State of Remote Work Report found that loneliness is one of the top struggles of remote workers, second only to unplugging after work. As a manager of a remote workforce, you’ll need to put in extra effort to keep your remote employees socially engaged.
The importance of social interactions between colleagues is often overlooked by companies that are new to remote work. In an average office, there is no shortage of opportunities for spontaneous and informal interactions. Remote workers need a little help from their companies to help bridge this gap.
Remote-first companies such as Zapier and Buffer make a considerable investment in getting their employees to meet in-person at least once a year. As you can imagine, getting remote employees from across the globe to meet for an international retreat is no small investment.
Buffer has spent as much as $111,874 on its 2015 retreat to Sydney, Australia. According to their 2018 budget they set aside about $5000 per teammate for their company-wide retreats, with additional costs for mini-retreats sprinkled in for smaller groups to get together and work on projects throughout the year.
These costs may sound steep, but these remote companies consider it a valuable investment for building team cohesion and giving everyone a chance to meet face-to-face. Hiring remote workers also come with considerable cost savings for organizations. A report from Global Workplace Analytics found that hiring a remote workforce saves companies an average of $10,000 per employee per year on real estate costs alone.
“…they’re a hugely valuable element of our journey in that they allow us to spend time together, see how each individual lives out the Buffer culture in his and her own way, and experience the world together.”Buffer on why they invest in company retreats
If you’re considering running your own retreat for your company, check out this how-to article from Zapier.
In many ways tracking and improving the performance of remote employees isn’t that much different from how you would approach performance management in a traditional office. You’ll still need to determine the criteria your employees will be evaluated against, measure their success, and work with them to build their strengths. In fact, the metrics you use for remote employees should be the exact same metrics you use for in-house employees in a similar role.
Getting remote workers to work together across multiple time zones can be difficult. Depending on where your employees work, your remote workforce can potentially have a time difference of 26 hours. Even a difference of a few hours can be the difference between reasonable working hours and breaking into an employee’s personal time.
When employees are collaborating in a shared work environment they can simply walk to their coworker’s desk – remote workers need to be far more purposeful to get their availability to sync up.
As your team grows and the number of time zones you cover increases, there will inevitably be a point where an all-hands meeting will inconvenience someone. In their blog post on remote work time-shifting, Zapier says that their solution is to alternate when meetings would happen, so it wasn’t always super early or super late for the same people.
If you allow your remote workers to work flexibly, they’ll often return that in kind. So long as inconvenient meeting times aren’t happening too frequently or causing a strain in their personal life they’ll be more than likely to adjust their work hours to accommodate.
For us, we’re just as productive at home as we are with the office, if not more. This means post this crisis we will be re-thinking our relationship with physical office space
“Abacus has always had a flexible work policy, and as of March this year the team has been fully remote because of COVID. Working remote puts a magnifying glass on things like organization skills, accountability, quality of thinking, communication skills, and more.
When you’re not in the same room with your team, you have to make sure you’re on the same page, especially as a leader. Overcommunicate; have 1:1 check-ins, set clearly defined goals for projects, and be clear about tasks.
Invest in a well thought out tech stack; video conferencing, chat, task management, time tracking, HR/engagement tools. Make sure people have the right hardware at home; do they have a good internet connection? A decent office chair? Can they access critical files easily?
Continue to build culture; have socials, town halls, celebrate wins. We’ve been bringing in guest speakers to chat with the team on different interesting topics once a month. We even did a little concert with a local musician to accompany one of our online Friday drinks. For us, we’re just as productive at home as we are with the office, if not more. This means post this crisis we will be re-thinking our relationship with physical office space.”
“At Lucky VR we utilize all the modern coworking tools like Slack & Zoom for communication such as stand-ups and day to day operations. We also have the benefit that our product is in virtual reality. We use our game environment PokerStars VR for meetings and product feedback – it feels like you’re in a shared space and gives us a higher bandwidth way of communicating remotely.”
“Managing a team remotely is not uncommon for me. However, managing a team remotely, and adapting to the additional challenges of the new normal takes a conscious effort if you want to maintain a high-performing team with a positive work culture.
Some of the challenges include childcare, education, transportation, access to health care, limited amenities/resources, anxiety in & out of the workplace, and the general (but hesitant) acceptance that life is lacking the normality and comfort we have purposefully built into our day to date structure.
Some of the key tactics I’ve employed to help manage this include:
1. Create a sense of belonging.
This doesn’t mean constantly having team check-ins, video town halls, or virtually happy hours – although all of these are great for some, not everyone appreciates this priority over the new challenges they may have recently absorbed in their work or personal life (don’t get me wrong – I do enjoy all of these events).
Instead, ensure that everyone is aware of the “purpose” of what we are doing and be open about our shared vulnerabilities. Communicate clearly why our efforts will make a difference to our organization or that of a client’s. Share the fact that we are all driving towards solving a client problem; delivering a new functional release; trying to push through a supply chain, or execute an administrative function. Be transparent about your knowledge (or lack thereof) of the macroeconomic impacts (re: headwinds) that can be expected, and that this uncertainty is shared by all employees, companies, humans – and it is ok to not know the answer.
2. Focus people on where they NEED to be.
Does everyone need to be on every call? Do you need everyone to provide a status update? Do we need to address all these items now?
The key thing to ask is did we need this degree of engagement prior to the necessary lockdowns created by the pandemic? Did we have this degree of visibility into an individual’s work, life, and calendar? What many are realizing is that we are addressing the new remote work environment (I say “new” as there is a stark difference between what the tried/tested/true remote work environment was like vs. the one we see today) with an overabundance of intrusion in every regard. Employees likely had more “space” and autonomy over their day when they were in the physical four walls of their office than they do now.
If anything, focus on tasks that NEED to be addressed and only have those who NEED to be involved prioritize these. In saying this, having a team that you can trust to do the right thing for the organization, and having them aligned to the purpose is key in ensuring productivity and effectiveness for the team members who may not need the proverbial eyes over the shoulder
3. Focus on Outcomes, not Outputs.
This is my favorite tagline over the past 10 years, but even moreso since the “new normal” set in. Find tools or mechanisms to put a pulse on outcomes and what is being delivered, rather than over engineer or over report/meet to get to the same degree of understanding on productivity. The reality is the inputs (or efforts) that were once well understood to drive an output (which once was a proxy for an outcome) may have changed.
Focus on the end result, and be mindful that the efforts to get there are changing, much like everything else in our day to day toolset. E.g. does it really matter if we made 40 sales calls today through 3 distribution channels? Or is it possible to represent a client acquisition, retention, and increased engagement in a way that is more meaningful, all while not being so focused on the inputs that got us there?”
Remote workforce management requires careful planning at each step – performance management is no exception. Your remote workers need to be provided with a clear picture of how they will be evaluated from day one so they can focus their efforts on what matters most.
Here’s what they need to know:
For managers that are used to managing in-house employees, the lack of visibility that comes with a remote workforce can cause them to worry about time theft. They’re left to wonder “are they actually working, or are they doing as little as possible to fly under the radar?”.
Here’s what you can do:
Remote workforce management requires careful planning and execution to get right. The lack of visibility and communication challenges can be worked around with the asynchronous project management style and clearly defined expectations. Managers that would like greater insights into how remote workers are spending their time throughout the workday can use remote employee monitoring software, however, this technology should be used carefully to ensure that the privacy and trust of remote workers are respected.
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