‘Remote’, But Still ‘Present’: The Secrets to Managing the Virtual Workforce
Did you know that according to The State of the Remote Job Marketplace by Flexjobs “3.9 million U.S. employees, or 2.9% of the total U.S. workforce, work from home at least half of the time, up from 1.8 million in 2005.” And, “It is predicted that 38% of full-time staff will be working remotely in the next decade.”
Believe it or not, “Remote workers are made up of almost equal numbers job work marketplace of male and female at 52 and 48 percent respectively, with the average age coming in at 46 years old.”
Although popularity may be growing in this relatively new commuting option, not all companies are prepared to manage remote workers. And let’s face it, not everyone is cut out for remote work.
Working remote for over twenty years for my own company, and gaining my Masters degree online as well, I feel I have mastered the art of being ‘remote, yet present’.
Let’s consider the minimum skills required to work remote. The person should be:
- Tech savvy (able to utilize all of the remote software for project management, time tracking, file sharing and all types of communication)
- Organized (able to log, order and prioritize files on and offline, as well as manage their time effectively)
- Honest (able to commit to the same work hours per day with minimum supervision and log those hours accordingly)
- Trustworthy (able to complete the assigned work and meet deadlines with minimum supervision)
- Professional (able to conduct themselves the same as they would in an office environment during meetings, including proper business attire during video conferences)
Additionally, the remote worker should have an environment set up that is quiet, free from distractions and have all of the necessary equipment, to conduct their work each day. For example: reliable Internet, a printer, and a desk. All of these requirements should be documented in some type of written format and signed by all parties when agreeing to remote work.
Some of the software solutions I use for my remote consultants are:
- One Drive for file sharing.
- Join.Me for screen sharing, phone and video conferences.
- Smart Sheets for collaborative project management tracking.
- Google Hangouts for online chats.
Now that we have defined the minimum skills required, we will define what is needed by employers to manage them effectively. The two most important challenges that must be addressed with remote teams are participation issues and meeting expectations, such as completing tasks and meeting deadlines. Many remote workers find it hard to self-manage their time appropriately in a remote setting with minimal supervision.
This is why it is especially important to have frequent check-ins in both teleconference and video conference formats. This will make it easier to identify problems earlier, rather than later, and clear up any miscommunications. Usually, these check-ins fall under the responsibility of a project manager or supervisor.
So, what are some ways employers can effectively manage their virtual teams? I’ve outlined some of my own tips that I use when I am managing large teams below:
#1 Conduct a brief icebreaker for the first five minutes of weekly calls that allow everyone to participate and get to know each other. i.e. Describe your state without saying the name of it while participants try to guess where you are from. Remote work can sometimes feel isolating, so personal connections such as this improve the synergy of your team.
#2 Get everyone to sign a remote work Honesty and Integrity contract, which includes the skills I listed above).
#3 Develop a standards and guidelines document for all deliverables to ensure overall consistency.
#4 Use agendas for all meetings and stick to the times allotted for each discussion topic, and distribute a recap/action item summary after each meeting. Remember to be flexible when scheduling meetings, as many remote workers live in different time zones.
#5 Assign tasks based on each person’s skill set. There is nothing that will decrease a person’s morale than having them work on something that is not within their job description or skill set. Take the time to ask if unsure.
#6 Be available. I always make sure I am on the assigned chat tool with the team or available by phone for my consultants when they have questions. If you have to jump on a quick screen share session, than do so. It’s better than having your remote worker confused and producing an incorrect deliverable.