managing remote employees powerpoint

Schedule adherence. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/7/BUILD+THE+RELATIONSHIP.jpg", }, 7 For Midsized Companies. Foster a Sense of Team. My direct report says that he understands his role and responsibilities, but Im not sure to what extent thats actually true. Check with remote employees regularly during phone meetings or videoconferences to see if they have something to add or askit is often harder for them to contribute to the conversation when others cannot see their non-verbal communication. Corporate Leadership Council, Managing Virtual Teams, Arlington, VA: Corporate Executive Board, 2009. The nature of the topic should dictate the communication method managers and employees use. framework to ensure that objectives are established clearly. Set Clear Expectations (Continued) Clarify Role and Performance Expectations at the Beginning of the Remote Management Relationship. If employees come in early to accommodate another time zone, encourage them to leave early that day (and vice versa). BUILD THE RELATIONSHIPUse multiple methods to communicate clearly with all team members, promote transparency, and foster a sense of inclusion. Highlight individuals to the rest of the team when they reach critical milestones. Document CoachingProvide substantive materials to the employee in order to focus remote conversations. You should be able to answer yes to the following questions for each objective: 1. Speak slowly and be sure to enunciate with employees whose first language is not the same as yours. Connect Remote Employees to the Rest of the Team. "name": "Managers\u2019 decreased line of sight to remote employees makes it more difficult to monitor engagement levels. MANAGE PERFORMANCE. Customize Interaction Technique\u2014Calibrate your coaching approach to the individual\u2019s learning style. Prepare Early for Each CallPrior to sessions, review the projects the employee is working on currently, previous coaching records (see number 7 below), and prioritized development areas. Develop Employees Through Effective Remote Coaching Priority Activities for Coaching from a Distance1 Set Communication Protocols to Avoid Misunderstandings and MiscommunicationEstablish the time, day, and length of each coaching session, and who should contact whom. Ensure that everyone can hear everyone else during team meetings conducted via the phone or videoconference and keep background noise to a minimum (e.g., shuffling papers, side comments). "description": "Managers and employees must make a deliberate effort to get to know one another when working in multiple locations. ", All Rights Reserved. SOLUTIONS. }, 5 }, 17 Document Coaching\u2014Provide substantive materials to the employee in order to focus remote conversations. BUILD THE RELATIONSHIP. { Provide feedback and insights in a positive tone and highlight the employees accomplishments to improve morale. Managers and employees must make a deliberate effort to get to know one another when working in multiple locations. MANAGE PERFORMANCE. Mortleman, Jim, Virtual Teams from Across the Globe Unite, Network News (22 November 2000). In addition to the above, obtain feedback from external customers and internal stakeholders, when possible. Document CoachingProvide substantive materials to the employee in order to focus remote conversations. Maintain a record of coaching progress by keeping all documentation (call agendas, post-call summaries, etc. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/15/BUILD+THE+RELATIONSHIP.jpg", Choose an appropriate communication medium based on the main goals of the specific session to make conversations more engaging (see page 11). BUILD THE RELATIONSHIP. Develop Employees Through Effective Remote Coaching SOLUTIONS MANAGE PERFORMANCE MAINTAIN ENGAGEMENT BUILD THE RELATIONSHIP 2011 The Corporate Executive Board Company. \u00a9 2011 The Corporate Executive Board Company. MANAGE PERFORMANCE. Clarify key words, ambiguous areas, and potentially controversial issues to prevent misunderstandings. Announce awards during team videoconferences. "width": "800" Communicate expected outcomes using the S.M.A.R.T framework to ensure the remote employee understands performance expectations. "name": "Source:", Encourage Employees to Build Personal and. Establish your preferred methods of communication (see page 11 for more information). Share buttons are a little bit lower. ", Connect Remote Employees to the Rest of the Team, 3. MAINTAIN ENGAGEMENT. Humanize team members by increasing familiarity and building relationships with one another. Kimball, Lisa and Amy Eunice, The Virtual Team: Strategies to Optimize Performance, Health Forum Journal (May/June 1999). MANAGE PERFORMANCE. }, 4 Remove all distractions and treat the conversations as seriously as you would a face-to-face meeting. "width": "800" MANAGE PERFORMANCE. Build intimacy by showing mutual respect, defining key words to avoid misunderstandings, encouraging openness, and providing honest feedback. All Rights Reserved. Priority Activities for Coaching from a Distance1. Broker live networking opportunities for remote employees by creating peer groups in each geographic location. Connect remote employees to the rest of the team (page 11). What are your expectations of me as your manager? Bernardi, Lauren M., Telecommuting: Legal and Management Issues, Canadian Manager (September 1998). Online shared work spaces are a good medium through which to promote collaboration. 3 (March 2007): 111115. \u00a9 2011 The Corporate Executive Board Company. Establish protocol for tracking when employees are on vacation, and make it accessible to all team members. "name": "BUILD THE RELATIONSHIP", What do you think are your greatest strengths? { "contentUrl": "https://slideplayer.com/slide/5782293/19/images/9/Managers%E2%80%99+decreased+line+of+sight+to+remote+employees+makes+it+more+difficult+to+monitor+engagement+levels..jpg", Identify if employees views of authority differ in their home countries so that you can adjust your management style appropriately. Derven, Marjorie, The Remote Connection, HRMagazine, 52 no. Encourage Employees to Build Personal and, Professional Relationships with Each Other. What do you need from me to make things easier?). Build the RelationshipPromote a personal relationship by encouraging casual conversation at the beginning and/or end of each call. Maintain Visibility into Team and Individual Workflows. { Use a conference line for meetings and allow employees to dial-in from home if the call is very early or late in his/her time zone. { "@context": "http://schema.org", What concerns you about working remotely? Ensure Inclusion During Team Meetings Ensure that everyone can hear everyone else during team meetings conducted via the phone or videoconference and keep background noise to a minimum (e.g., shuffling papers, side comments). Determine frequency of one-on-one and team meetings. Avoid using slang or colloquial language, which some team members may not understand. Performance Evaluation/Management Training. Maintain Engagement A lack of visibility causes managers to struggle to identify performance and engagement issues early on. Communicate expected outcomes using the S.M.A.R.T framework to ensure the remote employee understands performance expectations. 3. MANAGE PERFORMANCE. Managers must also discuss the logistics of making a remote working relationship effective. If messages are being spread informally through the organization, make sure to include remote employees on those communications. Be sensitive to employees working in different time zones. Post pictures of remote employees in the office and send remote employees pictures of in-house employees. { Results of the guided forum January. Download ppt "Managing Remote Employees Manager Guide". }, 9 Establish where the employee fits into the team. Discuss Challenges That May Arise Common Challenges of Remote Working Relationships Technology malfunctions or incompatibilities Ambiguity of work practices and norms Tendency to make assumptions or misinterpret communications Misaligned team visions Feelings of isolation or exclusion from the team MANAGE PERFORMANCE MAINTAIN ENGAGEMENT BUILD THE RELATIONSHIP 2011 The Corporate Executive Board Company. Is it simple 2. A lack of visibility causes managers to struggle to identify performance and engagement issues early on. MANAGE PERFORMANCE MAINTAIN ENGAGEMENT BUILD THE RELATIONSHIP 2011 The Corporate Executive Board Company. Is it results-oriented 5. "width": "800" Set clear expectations (pages 56). Managers must be aware of how what they say will come across in the absence of visual cues. ", Since my performance is really only judged through a few, formal interactions, I often don\u2019t like to share anything until it is fully completed. BUILD THE RELATIONSHIP 1. Operate a shared calendar so that employees know what each team member is working on and what the deadlines are. Act as the Employees Link to the Organization Make a concerted effort to keep remote employees informed of what is going on in the office and the organization. Avoid using slang or colloquial language, which some team members may not understand. Daily\/weekly progress updates. All Rights Reserved. If team members are from different countries, encourage them to share information about their cultures with the team. Best Practices for the Remote Manager, Oracle, (Date Unknown). "width": "800" CIO Executive Board, Increasing Virtual Team Productivity (Volvo), Arlington, VA: Corporate Executive Board, Corporate Leadership Council, Communication with Desk-Less Employees, Washington, D.C.: Corporate Executive Board, Corporate Leadership Council, Managing a Dispersed Workforce, Washington, D.C.: Corporate Executive Board, Corporate Leadership Council, Managing Virtual Teams, Arlington, VA: Corporate Executive Board, Corporate Leadership Council, Online Mentoring Programs, Washington, D.C.: Corporate Executive Board, Corporate Leadership Council, Performance Management of Remote Workers, Washington, D.C.: Corporate Executive Board, Corporate Leadership Council, Third-Party Performance Advisor, Washington, D.C.: Corporate Executive Board, Derven, Marjorie, The Remote Connection, HRMagazine, 52 no. Managers must be aware of how what they say will come across in the absence of visual cues. Be straightforward in your communication; things such as sarcasm may not be interpreted correctly when not delivered in person. Informal discussions. If messages are being spread informally through the organization, make sure to include remote employees on those communications. Develop Employees Through Effective Remote Coaching. "@context": "http://schema.org", 1. MANAGE PERFORMANCE CHALLENGE Managers have limited visibility into remote employees work processes. Common Challenges of Remote Working Relationships. Alternate which employees have to work outside of normal working hours when holding team meetings. 1. Post pictures of remote employees in the office and send remote employees pictures of in-house employees. Schedule regular meetings to assess progress and identify issues. Bogdanski, Christine, "Leaderless Supervision," Human Resource Development Quarterly (July 2000). \u00a9 2011 The Corporate Executive Board Company. Establish your preferred methods of communication (see page 11 for more information). "contentUrl": "https://slideplayer.com/slide/5782293/19/images/1/Managing+Remote+Employees+Manager+Guide.jpg", Set clear expectations (pages 5\u20136). "description": "Maintain an inclusive team environment and be accommodating to employees who sit in different time zones. ", I wonder if hes just afraid to admit he doesnt understand. Manager I never get a chance to clarify my broader role and responsibilities with my manager because we speak infrequently, and when we do speak, our discussions are focused on the specifics of the projects I am working on currently. Remote Employee 1. Platt, Lilly, Virtual Teaming: Where Is Everyone?, Journal for Quality & Participation (1 September 1999). }, 10 Bogdanski, Christine, "Leaderless Supervision," Human Resource Development Quarterly (July 2000). All Rights Reserved. ", BUILD THE RELATIONSHIP. MAINTAIN ENGAGEMENT. Working Hours. All Rights Reserved. CIO Executive Board, Increasing Virtual Team Productivity (Volvo), Arlington, VA: Corporate Executive Board, 2009. "name": "", Make a concerted effort to keep remote employees informed of what is going on in the office and the organization. Manage Performance. Use a conference line for meetings and allow employees to dial-in from home if the call is very early or late in his\/her time zone. }, 14 MAINTAIN ENGAGEMENT. 1. Become aware of any national holidays for which employees in other countries should be off from work. { All Rights Reserved. Ensure Clear Objectives Using the S.M.A.R.T. Build the RelationshipROAD MAP Build the Relationship Maintain Engagement Manage Performance 2011 The Corporate Executive Board Company. The nature of the topic should dictate the communication method managers and employees use. Modified over 7 years ago, 1 "contentUrl": "https://slideplayer.com/slide/5782293/19/images/8/BUILD+THE+RELATIONSHIP.jpg", "@type": "ImageObject", Tendency to make assumptions or misinterpret communications. ", "@context": "http://schema.org", All Rights Reserved. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/4/BUILD+THE+RELATIONSHIP.jpg", 1. "@type": "ImageObject", Online shared work spaces are a good medium through which to promote collaboration. Manage Performance Managers have limited visibility into remote employees work processes. Provide clear guidelines regarding quality of work. Identify what technology the employee will need access to and ensure that it is working properly. Mortleman, Jim, Virtual Teams from Across the Globe Unite, Network News (22 November 2000). Overcome cultural and geographic barriers (page 8). Idea sharing. Bogdanski, Christine, Leaderless Supervision, Human Resource Development Quarterly (July 2000). \u00a9 2011 The Corporate Executive Board Company. Nelson, Bob, "Long-Distance Recognition," Workforce (August 2000). "width": "800" Operate a shared calendar so that employees know what each team member is working on and what the deadlines are. Post pictures of remote employees in the office and send remote employees pictures of in-house employees. Provide Information Regarding Individual Responsibilities and Team Attributes at the Beginning of the Remote Management Relationship. "@context": "http://schema.org", Announce awards during team videoconferences. GUIDED FORUM ON INTERSECTORAL ACTION Communities experiences in developing intersectoral actions How to go further? { { Framework Use the S.M.A.R.T. Sales Executive Council, Virtual Coaching Toolkit, Arlington, VA: Corporate Executive Board, 2008. }, 6 \u00a9 2011 The Corporate Executive Board Company. "@context": "http://schema.org", What do you need from me to make things easier?). Managers decreased line of sight to remote employees makes it more difficult to monitor engagement levels. McDermott, Lynda, Putting Together a World-Class Team, Training & Development (January 1999). Use the S.M.A.R.T. Create a team bulletin board on the intranet to celebrate team accomplishments. Gather feedback from employees peers and direct reports (when applicable) when evaluating remote employees, as it is especially important for this employee population, given that managers have fewer opportunities to observe them directly. Understand Employee\u2019s Expectations. BUILD THE RELATIONSHIPMaintain an inclusive team environment and be accommodating to employees who sit in different time zones. Develop employees through effective remote coaching (page 15). Platt, Lilly, Virtual Teaming: Where Is Everyone?, Journal for Quality & Participation (1 September 1999). "width": "800" Link responsibilities to the teams mission and values. "@context": "http://schema.org", Managers must maintain open lines of communication and directly ask employees about what motivates and challenges them. Maintain a consistent schedule. Its as if my manager and team forget about me. Remote Employee 1. Overcome Cultural and Geographic Barriers. Formal discussions regarding progress on projects, development needs, and recent successes. Videoconferencing. This means that I dont have the opportunity to intervene if the project is going in the wrong direction., I love the freedom working remotely offers me, but I feel like I miss out on the informal opportunities to demonstrate my interests and capabilities. Managers must also discuss the logistics of making a remote working relationship effective. Allow team members cultures to blend so that the team creates an identity that embraces all cultures, rather than forcing the culture of the organizations headquarters on the team. What are your short- and long-term career aspirations What do you think are your greatest strengths What do you think are your greatest development areas What are your expectations of me as your manager What do you see as the benefits of working remotely What concerns you about working remotely In what instances do you prefer which method(s) of communication What will your working hours be What is your time zone and what is the best way to make it work with other team members\u2019 time zones What additional information would help me get to know you MANAGE PERFORMANCE. In-Person. All Rights Reserved. Set expectations and goals clearly at the beginning of the relationship since opportunities for interaction are limited. Highlight the day-to-day responsibilities of the individual. BUILD THE RELATIONSHIPSet expectations and goals clearly at the beginning of the relationship since opportunities for interaction are limited. Discuss when and how you will provide informal and formal feedback. Set key metrics on which you will measure the employee. To view this video please enable JavaScript, and consider upgrading to a web browser that "name": "BUILD THE RELATIONSHIP", Managers of remote workers should utilize multiple sources of information when evaluating remote employees. Corporate Leadership Council, Managing a Dispersed Workforce, Washington, D.C.: Corporate Executive Board, 1996. All Rights Reserved. At the beginning of the relationship, clarify the individuals objectives and how they connect to the teams and organizations objectives. Ensure Clear Objectives Using the S.M.A.R.T. Utilize multiple channels to maintain constant communication (page 12). Identify if employees\u2019 views of authority differ in their home countries so that you can adjust your management style appropriately. ), which should be used to inform future coaching sessions. Use the S.M.A.R.T. Develop Employees Through Effective Remote Coaching. MANAGE PERFORMANCE. Include remote workers in all onsite activities (e.g., if onsite employees are taken out for coffee, send a gift card to the remote worker for a cup of coffee). Clearly communicate to the employee that you expect him/her to proactively address any issues that may arise. Provide Information Regarding Individual Responsibilities and Team Attributes at the Beginning of the Remote Management Relationship. Clarify how the individuals role and responsibilities impact the organizations objectives. ", What additional information would help me get to know you? 3. Murray, James, Virtual Teams Promote Conflict, IT Week (25 September 2006). Organization. Constant formal and informal communication allows managers to track employees\u2019 work progress engagement levels. BUILD THE RELATIONSHIP. }, 13 \u2013 Remote Employee. BUILD THE RELATIONSHIPManagers and employees must make a deliberate effort to get to know one another when working in multiple locations. Individual\u2019s Role and Responsibilities. 3 (March 2007): 111\u2013115. "@type": "ImageObject", }, 16 Is it time-based? BUILD THE RELATIONSHIP. Evaluate performance based on outcomes, not processes (page 14). MAINTAIN ENGAGEMENT. MAINTAIN ENGAGEMENT 3. Overcome Cultural and Geographic Barriers Communication Avoid using slang or colloquial language, which some team members may not understand. "@type": "ImageObject", Remote employees do not have the same visibility into what is going on within the team and organization as onsite employees do\u2014managers must ensure that remote employees stay informed. Corporate Leadership Council, Online Mentoring Programs, Washington, D.C.: Corporate Executive Board, 2005. Evaluate Performance Based on Outcomes, Not Processes 2. Maintain an inclusive team environment and be accommodating to employees who sit in different time zones. Clarify Role and Performance Expectations at the Beginning of the Remote Management Relationship, Effectively Define Performance Expectations. A lack of visibility causes managers to struggle to identify performance and engagement issues early on. Determine frequency of one-on-one and team meetings.

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