Remote productivity: How to maximize “Work-From-Home” arrangements for organizations
Uncertainties challenge operations every day. Today’s work arrangements are challenged by more intense shifts in demands, both coming from internal and external forces. Organizations are, then, challenged to rethink the way they continue to engage their workforce and realize productivity, independent of physical space and location. How can management maximize “Work-From-Home (WFH)” – an arrangement that’s being embraced, even encouraged, by many industries these days?
1. Change the trust anchor from physical presence to accountability
Productivity is strong by-product of an independent, driven, and engaged workforce. Gone are the days when managers yell instructions and things-to-do. A productive team thinks together, creates together, and delivers together while contributing individual and unique strengths and talents to the pool. This collective delivery of results is independent of physical presence. Management should, then, anchor their trust on the accountability of teams and individuals to deliver, not on their physical presence in the office. Trust that people will deliver, communicate precisely what needs to be delivered, and expect results no less.
2. Clarify how and when this arrangement is valid
For any proposition that is different from traditional systems, there will always be a risk for abuse or inappropriate use of such arrangements. It is, therefore, important for management to clarify with their teams when such WFH arrangements are valid to use. Remember that it will, in fact, always be beneficial for the organization if the staff proposes to work as much as possible.
3. Ask staff to identify priorities for the duration
After clarifying when people can use or maximize this arrangement, management should ask the staff to identify their priorities and what they hope to achieve or deliver during the duration of this WFH arrangement. It is important to remember that these priorities should come from staff, not from management. This way, there is more accountability and commitment to what they communicate as their priorities. When these priorities come from staff, they hold themselves accountable to what they will commit. But, management should also be knowledgeable enough about the day-to-day operations to identify whether the staff is over- or under-committing. Management should be capable of assessing whether the staff’s priorities are aligned with the goals of the department or the company in general. Otherwise, there will be a mismatch of expectations and what the staff are able to and will deliver while working from home.
4. Conduct regular assessment of productivity and engagement
It is also important to talk to the staff regularly after or even during the WFH arrangements. It is important to ask how they’re feeling about this arrangement; to ask if they feel more or less productive than usual; to uncover what the challenges are when staff work remotely; and all other factors that affect the well-being and overall mindset of staff while working away from the physical office. This will help managers determine how to help staff become more productive and provide necessary support in terms of resources and other assets essential for delivering results.
Managers should recognize the benefits of exploring different means and ways to achieve results, independent of the usual elements of a workplace, such as a physical office. Both managers and staff should be equipped with the right skills and mindset to cooperate under these new circumstances. There are corporate trainings in manila that can be explored to manage and improve team productivity and trust. Talk to Catalyst360 today to learn how training can support teams in adopting work-from-home arrangements and other tools for productivity.