Here's how you can navigate managing a virtual team versus an in-person team in HR.

Virtual Teams: Communication: Leverage tools like Slack, Zoom for clear, frequent check-ins. Collaboration: Use Trello for seamless project management. Performance: Set distinct goals, give feedback via virtual meets. Team Building: Host virtual games, celebrate milestones. Balance: Offer flexible hours, remote work support. In-Person Teams: Communication: Utilize face-to-face chats, open-door policies. Collaboration: Hold dynamic meetings, create collaborative spaces. Performance: Provide instant feedback through direct observation. Team Building: Plan engaging events, celebrate achievements. Balance: Promote work-life harmony with clear boundaries, on-site support

Clear Communication Channels: Establish clear communication protocols and preferred channels for different types of communication (e.g., email for formal communication, chat apps for quick questions). Regular Check-ins: Schedule regular one-on-one and team meetings to maintain connection and address any issues promptly. Use of Technology: Leverage collaboration tools like Slack, Microsoft Teams, or Zoom to facilitate real-time communication and project management tools like Asana or Trello to keep everyone aligned.

Virtual communication is more common and as such, the technology aspect (and dependence) is a key factor to get right, but not everything. While ensuring people are active on a call, due to timezones and cultural norms, respecting how people want to engage virtually is equally important. Ensuring people are aware of the type of call you are on - a regular team check in, or 1-1, matters in how you set rules of engagement with virtual meetings. It's important to foster a collective agreement on the virtual collaboration by everyone for success.

This may seem contradictory to the nature of virtual teams. Because building relationships and fostering trust is the foundation of effective teamwork. Also, the impact of face-to-face communication is still better than virtual, so the importance of this issue is clear. If you can't do it, that's okay. But try to focus and spend your time helping the team members to get to know each other better in terms of personality and position. It is also necessary to create a common vision and a set of guiding principles for team work. If you have the opportunity to hold a face-to-face meeting, plan it and try to hold it regularly (six months or annually).

Managing a virtual team requires clear communication, leveraging digital tools, and fostering online collaboration, while an in-person team benefits from direct interaction and spontaneous feedback. For both, prioritize team cohesion, set clear expectations, and maintain regular check-ins to ensure alignment and support.

Regularly seek feedback from employees through surveys, suggestion boxes, and town hall meetings. Track performance metrics to evaluate the effectiveness of HR initiatives and overall employee satisfaction. Use feedback and data to continuously improve HR practices and address any emerging issues.

Managing an in-person team offers the benefit of immediate feedback and organic team-building. However, it also requires the ability to resolve conflicts that may arise from close interactions much more quickly. Regular face-to-face meetings and team activities become essential to strengthen bonds and promote a collaborative culture within the team. And you have to lead by example much more than being a frame on a virtual call showing professionalism and approachability. Being personal and more connected (not all work and no play) matters to get people feeling appreciated, valued and heard.

Commit to a communication charter. Communication in virtual teams is usually less nuanced and less valuable than face-to-face interaction. Because face-to-face interactions provide more information about emotional states and more. The only way to avoid problems in virtual communication is to be completely transparent about how team members communicate with each other. Create a charter that provides norms of behavior when participating in virtual meetings. Such as limiting background noise and side conversations, clear conversation, good internet speed, listening carefully and mastering the conversation, etc. The charter should also include instructions on what means of communication to use in different situations.

Managing an in-person team offers the advantage of immediate feedback and organic team-building. However, it also requires adept conflict resolution skills due to close quarters interactions. Creating a positive office environment with open communication, regular face-to-face meetings, and team activities can strengthen bonds and promote a collaborative culture. As an HR manager, your visible presence allows you to lead by example in fostering a positive work environment.

Ensure that all communications are clear, concise, and free of jargon. This helps avoid misunderstandings and ensures that employees understand expectations, policies, and procedures. Maintain consistency in messaging across different channels and from different leaders to avoid confusion and build trust.

Use the most appropriate communication technologies. Communication technologies, from virtual team management software to video conferences, undoubtedly make team collaboration and communication easier. However, choosing the best technologies does not necessarily mean using the newest or most capable technology. You should not sacrifice the reliability of your working method to be on the cutting edge of technology. If the use of technology causes team members to struggle to communicate or waste time, the entire team's effort will be undermined. Therefore, in order to increase the effectiveness, move your desire towards the stability and strength of the team rather than the use of new technologies.

Effective communication is indeed crucial for successful team management, whether the team is virtual or in-person. As an HR manager, it's essential to prioritize regular updates, accessibility across various communication channels, and open discussions to facilitate a positive and productive work environment. Additionally, providing the necessary tools and creating an atmosphere where team members feel comfortable expressing their opinions is vital for building a cohesive and high-performing team.

tracking performance can be more reliant on digital tools and outcome-based indicators, while in-person settings allow for direct observation and feedback. Clear performance metrics and regular constructive feedback are essential for both virtual and in-person teams to support the growth and success of team members.

Use Key Performance Indicators (KPIs) to measure aspects such as sales targets, project completion rates, or customer satisfaction scores. Assess qualitative aspects like teamwork, leadership, and innovation through peer reviews and self-assessments. Conduct formal performance reviews periodically to evaluate overall performance, set new goals, and discuss career development.

If you build a culture of goal planning and project management, encouraging transparency and accountability becomes much easier. The discipline to manage team and 1-1 meetings where there are regular check-ins on progress and feedback, avoids performance surprises later on. The entire team will understand who is driving what task and who owns a particular result. This approach fosters clarity in the team and mutual respect for how everyone contributes to meeting business objectives.

Cultivating team cohesion: Clearly communicate the team's goals and individual roles to ensure everyone understands their contribution to the team's success. Establish open communication channels, such as weekly meetings, to keep everyone informed and engaged. Organize regular team-building activities, both virtual and in-person to strengthen relationships and build trust. Regularly recognize and celebrate team and individual achievements to boost morale and reinforce positive behavior. Foster an inclusive culture where all team members feel comfortable sharing their ideas and opinions. Demonstrate the values and behaviors you want to see in your team.

Agree on a common language. Virtual teams are often teams with different cultures and this increases communication challenges. Especially when the members think they are speaking the same language but they are not. The famous playwright George Bernard Shaw described the American and English people as two nations divided by a common language. His words express the challenge of maintaining common understanding among cultures. When the field of teamwork is technical, then the languages of science and engineering often provide a solid foundation for effective communication.

To cultivate team cohesion, it’s important to tailor strategies for both virtual and in-person teams. For virtual teams, organize activities like virtual coffee breaks, online trivia games, and collaborative online workshops. For in-person teams, leverage spontaneous interactions and shared spaces by scheduling regular team lunches, brainstorming sessions, and offsite team-building events. Also create open office spaces to encourage casual conversations and collaboration. It takes time and commitment and always checking in with what’s resonating and working with people, and what isn’t, you can ensure that all members have ample opportunities to connect, and build a cohesive and collaborative environment.

Be ready to change things up over time. A schedule and getting people used to certain patterns and behaviors is fine, but if the business changes, roles change, new people join, etc, the dynamic changes. Don't get fixed into one way to do things forever. Stay flexible and adaptable and encourage the same mindset from team members.

Don't forget to manage one-on-one virtual team members. Evaluating performance and interacting with each team member individually is an essential part of virtual team management. Do this principle not only to check the situation and get feedback, but also to emphasize the role of team members in the success.

Remote work isn't a perk but a product that forward-thinking companies intentionally design. GitLab, Dropbox, and Atlassian aren't lucky; they're strategic. They treat remote work as a product, not a privilege, focusing on a clear vision aligned with their mission, using data to drive decisions, fostering open communication, embracing asynchronous work, tapping into global talent, and constantly adapting. To build a thriving virtual team, adopt a product mindset, prioritize employee experience, invest in digital tools for seamless collaboration, measure progress, and empower your team with training and resources. The future of work is about rethinking how vs. where we work. Build a workplace where people can excel from anywhere.