Making the Most of Going Remote
The Future of Work
by Eric Hammons
Great companies are becoming less about where their employees work and more about the talent, energy and commitment they bring to their work—wherever they do it. In a recent business survey of 1,000 hiring managers, 55 percent said remote work has become increasingly common among their full-time employees—and in the next 10 years, they expect 38 percent of their full-time employees will be working predominantly remotely.1
At Point B, we help organizations make the most of going remote through Future of Work focus. It's our experience that a remote workforce can help stem the high costs of office space and other on-site infrastructure. Companies can grow their workforces and venture into new markets without the time and expense of expanding their physical footprints. Remote work helps attract and keep great employees; talented self-starters are drawn to companies that offer flexible working arrangements. People who want to work remotely report feeling happier and more productive when they do.2
How can your organization get the most from going remote? We recommend a few guiding principles:
Reliable tools. Remote workers need systems designed for stable remote and mobile connections, and security that is not encumbering. Many also need efficient searching and indexing for knowledge management, and engaging virtual collaborative tools.
Equitable policies. A recent survey found that 57 percent of companies with remote teams lack a remote work policy.3 It's essential to define participation rules and guidelines for remote workers, including clear and consistent expectations. Keep remote workers in the loop. Establish policies that build trust, fairness and equity regardless of where an employee is working.
Responsive support. You wouldn't let your employees' onsite computers stay down for a day. Likewise, a remote workforce needs dedicated attention to IT performance, security and support. Including "house calls" when needed.
Upfront investment. Remote work can drive efficiencies that reduce costs in the long run. But it takes an upfront investment to see savings later on. Putting the right tools and resources in the hands of remote workers shows your support and equips them to do their best work. Don't skimp on the set-up.
Change management. Plan ahead to manage the change that comes with remote working. Define profiles of remote users and align change activities to their needs. Develop training that helps remote workers, leaders and colleagues adjust to the new work environment. Keep communicating.
Intentional culture. Communicating a well-defined purpose for remote work can gain support and make it easier to measure success. What's the intent of remote work for your company? How can you share this intent in ways that win understanding and support?
For more insight into how your organization can make the most of remote working, visit https://www.pointb.com/focus-areas/future-of-work.
1 https://remote.co/10-stats-about-remote-work/
2 https://www.owllabs.com/blog/remote-work-statistics>
3 https://www.globenewswire.com/news-release/2018/02/28/1401356/0/en/
Proven Consultant, Project/Program Management, and Process Improvement Professional
4 å¹´Eric Hammons - What a relevant article in today's environment. What I am noticing is a lack of best practices around meetings, which falls under your Change Management point. People are finding that video meetings can be exhausting. We even have a new term for it - "Zoom fatigue." Here are a few basic meeting best practices that I find people missing online: - If your meeting is over 60 minutes, schedule a break! Better yet, schedule a 50-minute meeting if you notice that people are coming from back to back meetings. - Avoid multitasking and filling your monitors with email or unrelated chat feeds that drain your attention. - Phone / audio calls are still an option, particularly if it is a one-on-one meeting or a quick discussion.
Vice President and Partner
4 å¹´Eric Hammons - Great article when you published last year, and even more relevant in today's environment. It feels like most organizations over the past few weeks of the pandemic have quickly figured out and right sized their virtual work environments, including a number of your key points in the article. What I'm seeing organizations shifting to now is how do they return to their work place in the coming weeks/months? What best practices and virtual policies, tools, etc. have been implemented and found success in the past few weeks that they are going to now try and incorporate as the new normal? Kai Andrews Michael Latchford - what are you hearing and seeing on these topics?
Learning & Development Professional l Learning Management System Specialist l Instructional Design & Curriculum Development l Adult Learning Theory
5 å¹´Great article old friend!!!
Adjunct Professor - Marketing, Management, Blockchain, Crypto Assets, & AI | Organizational Development | Employee & Customer Experience Consultant
5 年You bring up an important topic Eric. I’ve maintained a home office, much of that time as an independent consultant for over 20 years now. I know the good, the okay and the not-so-good about doing so. Remote work can enable blocks of productive time that exceed those in most work environments today. It can save office space and fit with emerging org cultures that favor flexible workspaces on-site. It can also be fraught with crippling distractions. While I agree with all of your points, here’s what I would add or emphasize. 1) Recognize that it’s not for everyone. Find a way for the employee to test it.Make it okay if it doesn't work for them. 2) Dedicate an office in the home. Must be able to seal off the family and other distractions. If the home can’t accommodate this, don’t do it. 3) Professional workspace. In our OD work, we see the influence of the environment on engagement. Same applies to remote work and that office environment. 4) Manage family expectations. “Yes, I’m home. But, I’m also at work.†5) Work at main office at least 20% of the time to maintain culture, communication and not get marginalized. 6) It is an intentional, developmental and continual culture cultivation for it to work for the whole organization.
VP Marketing @ Guild
5 å¹´How can we make them more efficient?!