Since the pandemic hit, the majority of employees have done their best to meet the moment, particularly given the fast and forced adjustment period. (Photo: Shutterstock)
Among the many unexpected turns of 2020 is the shift to remote work for millions of employees who previously reported into a highly supervised workplace. Prior to this year, it was not uncommon for supervisors and managers to harbor doubts and even mistrust that employees "working" at home would actually work. The past many months have presented a test and an opportunity for legions of workers to demonstrate their trustworthiness and accountability to management. But just what does success look like in this new remote environment–for workers and for the businesses who employ them?
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All managers and leaders come with assumptions, rooted in life experience, that they inherently trust or mistrust people; that impacts how they engage in disruptive situations. Fundamentally, managers should be hiring people who they believe can and will fulfill the role for which they're chosen, and should have a vested interest in the employee's success. But a managerial question I often hear in the current disruption is 'how can I know that my team members are really putting in 100% effort vs. 50% on their job and 50% on personal needs?' The truth is you can't. But you can have a set of outcomes that you're managing towards.
In my personal experience with both full-time and part-time remote work situations, the breakdowns occur when organizations lack a clear definition of success. For instance, a remote worker's beliefs and expectations weren't aligned with their manager, leader or internal peer groups. Establishing and communicating clear organizational parameters is essential, while leaving room for a bit of interpretation in how a unique group or team contributes to the agenda.
Rising to the challenge
Beyond teams being distributed, right now work and personal are blended in ways not previously seen. At-home kids and spouses, all with their own needs, put extra demands on employees' time. The good news is that since the pandemic hit, the majority of employees have done their best to meet the moment, particularly given the fast and forced adjustment period. Fortunately for most, the required technology was in place or quickly available; so the transition was less about how can we support and more about how can we trust.
Building trust is both about making efforts and setting boundaries–for managers and employees. While defining success is critical, there are also best practices that remote employees should own and follow to stay visible, demonstrate value and prove dependability. It starts with communication style and consistency. Ensure that when commitments are established, actions and outcomes align with them. Try to always add value and establish competence in interactions and engagements. Be reliable― establish core hours when you are reachable, and stick to them.
Developing strong relationships is also essential. Seek out opportunities to have meaningful interactions. Have quick video chats, calls or IMs to keep the conversation current. Carve out a few minutes to have coffee with peers, and ask about family, personal achievements or other human interests.
There's a little extra effort needed from managers, too. Beyond establishing success criteria for the employee's job, define metrics and attributes required for them to achieve their next level of ambition. Hold disciplined 1-1 meetings; establish a regular cadence for reviewing outcomes, results and achievements, not just building to-do lists. Seek opportunities to partner-up remote workers on projects and assignments. This will foster relationships and facilitate greater team efforts.
Be creative in your approach to employee engagement. Do quick syncs, collaborative sessions, virtual happy hours, games, lunches― just something fun. Be available as much as possible (while respecting those boundaries you set), and support collaborative relationships as everyone adapts to this blended work/home environment.
There will be the occasional employee who feels insecure about their remote status, and who reaches out to their manager too frequently for direction or reinforcement. If an employee is not learning to adjust, the manager needs to reassure them but then reinforce workable communication expectations. Politely nudge them towards a little more independence. If an employee is simply not meeting their expected outcomes, it may require more constructive performance management.
All of these efforts help build trust and credibility across the board. And personal connection makes getting through this challenging time a little easier for everyone.
Employees have expectations, too
Remote employees also have the right to some expectations from their management. First and foremost, they should be given the tools, materials and support required to do their job. They should expect an inclusive environment where all voices are heard, and be afforded face time in meetings and other online events.
They should also expect opportunities to take on new responsibilities and projects, based on the merits of their strengths and interests. Managers need to stay aware of utilizing all of the skills on their team – those who will eventually return to onsite and those who will remain remote long term.
Finally, over the last decade, we've gotten used to an "always on" culture. Right now, we're in a different moment. Work and home environments have blended. There are so many things that people are balancing right now, that for most, always on is an impossible standard. Employees have a right to their lives, families and privacy. Let them know that 'sometimes off' is ok.
Can remote employees have a growth path?
I've always encouraged employees to step up on their own career development; they know themselves best, and they know what they want next in their career. While performing to assigned outcomes is table stakes before getting a stretch assignment or promotion, their ambitions should be regularly discussed in 1-on-1 meetings with managers–something that doesn't always happen when the focus is on day-to-day work.
Managers also need to encourage employees to express what they want next. It might be a promotion, but it might also just be professional growth and being personally challenged. Of course interests may extend to another department's functional responsibilities. While in an on-site world it might be easier to learn about what other teams are doing, right now that's a heavier lift. Broaching such interests with their manager can help identify who in other departments they should connect with and how they can balance exploring diverse interests while making sure their current work gets done.
It's a new game
Pandemic or not, technology has forever changed the traditional organizational model. Today's open organization offers the significant benefit of choosing from an unlimited talent pool. Going to market for the best, most qualified candidate regardless of where they are located, and equally supporting a remote workforce, will help overcome the many issues we face in this difficult moment and other trials and successes yet to come.
The days of needing casual hallway contact to build meaningful, trusted and high value relationships are gone. Technology supports our ability to seek out the best possible candidates wherever they are, build team cohesion, and be creative in adding value. Leverage that and your company culture, engagement and productivity will soar.
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