Do:
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Focus on being flexible and Limit time spent on virtual meetings
When managing remote workers, it is crucial to be flexible about when the work gets done because often times remote workers have home life demands on their time such as caring for family members or pets. Whether it be early mornings or late nights, as long as the employee is able to meet the task and meetings requirements, be prepared to work with their schedule. However, it is always a good idea to have a plan in place so that you’re not guessing every day about when they are on the job or on their off time.
Limiting virtual meetings gives remote workers more time to focus on the actual tasks. People tend to have shorter attention spans in virtual meetings, as they are already staring at their screens for many hours per day. Although it is also important to have some daily interactions, whether it be by phone or virtual, to help maintain the feeling of being connected to co-workers, managers, etc.
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Highlight communication to build connections and track employee progress
It is not necessary to have a rigid communication schedule. However, having a system in place to ensure that remote workers interact with managers and co-workers is essential to promote connectivity. For example, setting expectations for scheduling recurring one-on-one opportunities with direct reports and for cross-functional teams to have open discussions.
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Set clear and specific expectations
As it is the case for employees working at the office, remote workers need to be presented with and understand clear expectations. Define scope and responsibilities for the remote employee, with designated benchmarks and follow-up. Schedule periodic performance reviews (quarterly, bi-annually, etc.) or more often have informal discussions about current projects and planned direction.
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Create collaborative spaces to assist in celebrating successes
There are a number of platforms that can be utilized to create workplace collaboration spaces. Such as, workforce management platforms (Karbon, Basecamp, etc.), messaging platforms (Slack, IM, Microsoft Teams, etc.), virtual meeting platforms (Zoom, Ring Central, Microsoft Teams, etc.). Additionally, utilizing shared documents storage and shared documents such as Box, Drop Box, Google Docs, etc. will make working on projects/client needs as a team simpler and more streamlined.
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Celebrate wins and special occasions
Make time to celebrate both professional and personal successes for all team members, just like you would for on-site teams. Send out company-wide announcements for work anniversaries, birthdays, goal achievements, etc. There are E-cards that you can personalize, and video messages can also be more personal than a simple email.
Don’t:
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Micromanage
Trusting that your remote employees are being productive and completing assigned tasks is key to not being a micromanager. If you do not stand over the shoulders of your on-site team members, then you should not, metaphorically do so, with your remote employees either. If your remote team members are communicating openly and regularly, as well as completing goals, trust that they are completing the work provided as prescribed.
A good way to avoid the urge to micromanage is to perform regular one on one check-ins, or “touch points” with remote employees that allow opportunities for two-sided communication.
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Forget to listen to needs and concerns
Active listening is a crucial soft skill for leaders in general. Remembering that communication is a two-way street, whether you are working with on-site or remote employees, will promote a healthy collaborative work environment.
