Handling Remote Work Successfully: 7 Tips for Employees and Managers
Not long ago, my former workplace decided to expand its work from home policy. Previously, we’d only been able to work remotely one day a week, and the official attitude toward this perk was — how shall I say — vaguely begrudging. But never underestimate the attractiveness of cutting costs: Once organizational leaders realized how much money the company could save by reducing office space, their stance on remote work completely changed.
While I was thrilled to avoid a long commute almost every day, I was a little concerned about the ramifications of this sudden change. The organizational culture was such that “butts in seats” signified productivity, regardless whether the owners of said butts were actually working.
Allowing employees the option to work remotely involves more than just making sure they can make video calls. It requires both managers and their reports to communicate clearly about expectations and measures of productivity. To make it even more potentially complicated, employees across the company and even inside teams may have different ideas about how and when to communicate, depending on their work styles as well as their job functions.
How these issues are handled is crucial to success or failure. In that vein, I offer a few tips culled from recent research about online and “computer-mediated” communication for remote workers and their managers.
1. Create a detailed remote work agreement or policy. Many companies have a document they require employees to sign, but it’s mainly for legal purposes. In addition to any legal issues, it should outline the following:
· Any expectations of availability (e.g., required daily or weekly check-ins, whether there are flexible work hours)
· Responsibility for costs like phones, computer equipment, ISPs, etc.
· Policies on working while ill
· Processes, protocols, and contacts for handling IT problems
· Preferred methods of communication (phone, IMs, email)
· Virtual meeting formats (Microsoft Teams, Skype, GoTo Meeting, etc.)
2. Recognize different working styles and job functions. A salesperson may experience more isolation and feel the lack of office interaction more keenly than writers or designers, who need time to concentrate. The salesperson may welcome more frequent check-ins and meetings, while creative workers may find their productivity zapped by constant interruptions from IMs, texts, and phone calls.
3. Outline expectations and habits regarding instant messaging and other forms of real-time communication. Norms are evolving and expectations vary widely when it comes to IMs and texts. Some employees may get frustrated when chats are not answered quickly, while others may need to concentrate. Using functions such as the “do not disturb” or “away” status may help, but, again, it’s better to outline these expectations with managers and coworkers ahead of time, and to understand that each person may have different communication and working styles.
4. Set general parameters for availability. The nature of remote work means that it can easily bleed into personal time. Setting expectations for work hours helps employees avoid the stress of wondering if they have to check email at night and feeling that there is no formal “end” to the workday. It can also be helpful to define how to deal with emergencies during off-hours. For instance, managers might communicate that they will text or call in such cases. This can also be added to the remote work agreement mentioned earlier.
5. Understand that people are not immediately available every minute of the day. This is true even in a physical office. People step out for a break, for lunch, for a doctor’s appointment, and so on.
6. Identify and communicate how you will measure productivity. Although managers won’t see employees at their desks, they don’t have to take it on faith that they’re working. Productivity can be measured by setting agreed-upon deadlines and regular check-ins on progress.
7. Institute measures to reduce social isolation. Hold regular staff meetings online using conference software. This is also a great time to acknowledge productivity, goals reached, and successful projects, both individually and collectively. Team chats via Skype or Slack, especially if they’re not expressly about work, can help people feel more connected to each other. If possible, meet with teams and employees at in-person work or social events every once in a while.
While some of these tactics may seem obvious, you’d be surprised how many people take a hands-off approach to working from home and then are surprised when issues pop up. Having open, supportive, and ongoing communication with managers and employees about their working styles and organizational needs can prevent misunderstandings and promote greater productivity and satisfaction on all sides. Remote work will only become more common, so make sure you and your organization are prepared to manage it successfully.
