MANAGING REMOTE WORKERS

 

 

Action: Train managers to spend 2 minutes at the beginning of every regularly scheduled meeting to talk about non-related work topics to build trust. 

 

• ​​​Source: Neeley, Tsedal. "Global Teams That Work." Harvard Business Review 93, no. 10 (October 2015): 74–81.

• Main Claim: If managing remote employees, use the SPLIT Framework:

  • Structure—If a team is made up of groups with different views about their relative power, the leader should connect frequently with those who are farthest away and emphasize unity.

  • Process—Meeting processes should allow for informal interactions that build empathy.

  • Language—Everyone, regardless of language fluency, should be empowered to speak up.

  • Identity—Team members must be active cultural learners and teachers to understand one another's identity and avoid misinterpreting behaviors.

  • Technology—When choosing between video conferencing, e-mail, and other modes of communication, leaders should ask themselves if real-time conversation is desirable, if their message needs reinforcement, and if they are opting for the technology they want others to use.

 

 

Action: Measure performance of remote workers based on results rather than time.  

 

• Source: Cascio, W. F. (2000). Managing a virtual workplace. The Academy of Management Executive, 14(3), 81-90.

• Main Claim: To manage remote workers effectively managers need to do two things well. Taking these steps can improve productivity, profits and customer service.  

  • Shift from a focus on time to a focus on results

  • Recognize that virtual workplaces, instead of needing fewer managers, require better supervisory skills among existing managers.