![]() Just because you aren’t in the same space physically doesn’t mean you don’t need to encourage connections. Managers need to promote connections with their employees and between employees. Ensure there remain plenty of opportunities for social interaction to maintain effectiveness and reduce unanticipated problems. In addition, managers who give and receive timely, open and constructive feedback and information tend to lead more effective remote teams.ģ. During the pandemic, managers have been forced to learn that results matter most. As we know, just because employees are at their desks does not always mean they are being productive. Because managing remotely requires new skills and attitudes on the parts of both managers and employees, design appropriate training and development opportunities.įor example, many managers have equated productivity with being at a desk. What matters is that deadlines are clearly communicated.Ģ. When people work from home, the traditional start and end times can get blurred with early birds who tend to get everything done before noon, while the night owls excel after dark. Be prepared to design new approaches to evaluate, educate, organize and inform workers.įor example, communication that clearly spells out deadlines and expectations is vital. To assist organizations to implement longer-term teleworking programs effectively, I offer five recommendations for managers and leaders:ġ. Longer-term successful teleworking arrangements must benefit all, including women and the organization. Hence, what some writers have termed the “pink recession” must shift for teleworking to have all of the above-mentioned benefits. Obviously, these parameters have not been held in place effectively for many employees, particularly for women. Conditions are optimal when employers and employees find ways to continue career development opportunities and remain “visible” to their managers, coworkers and clients. ![]() On the other hand, current research has found that employees today may still be feeling less social support and isolation in different ways, which makes this still a concern.Ĥ. Of course, the current pandemic has not made this possible for most, but many studies were also published well before video conferencing was more common, and isolation was a major challenge. If full-time employees teleworked 2–3 days per week, but they were in the office or field the other days, there were more benefits. When employees were able to maintain the same number of hours that they had worked in the office, there were more benefits.Ģ. These past research reports have consistently provided clear contextual parameters of the benefits that still apply today, and I will highlight four:ġ. Years ago, I conducted research on teleworking and found ample evidence of its benefits for individuals and organizations. Now is the time for organizational leaders to consider longer-term strategies and teleworking policies.
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