Yahoo CEO Marissa Mayer’s recent ban on telecommuting has fueled an online debate. What’s the buzz about?
While less than a quarter of professionals work away from a traditional office setting, the rate of teleworkers is growing steadily each year. More importantly, most emerging workers expect it as a work benefit. Nearly 96% percent of professionals expect some mobility and flexibility in their work environment within the next decade.
As a GenXer who has telecommuted for decades, I’ve found that mobility and flexibility at work has become a high priority work benefit, and I’m not alone.
For managers who recruit and manage Millennials, GenXers and other talented professionals, the issue is not a matter of whether or not to adopt teleworking. The challenge is how to integrate at least some level of mobility at work in a way that encourages trust, collaboration and productivity among its members. Before you begin managing your employees remotely, consider these key strategies:
Communicate. Telecommuting does not mean that you’re a robot working on Lonely Island. Because many mobile professionals spend a great amount of time working alone, they’re more intentional when communicating with colleagues. Choose the right hardware, software and communication tools to help contributors stay connected – Skype, Google Hangouts, GoToMeeting, tablets, VoIP and smart phones are just a few. Take the time to test your system and train its users. Another way to support communication is to reserve a specific time each day or week to meet virtually, and treat the appointed times as if they were face-to-face meetings by silencing devices and removing distractions.
Converge and convene. The big myth of telecommuting is that it eliminates the need for in-person meetings and gatherings. Companies such as Mars, Inc. that were early adopters of this practice continue a tradition of periodic but intense face-time, which builds trust and rapport among coworkers. Save the large gatherings for special communication like product launches, project kick-offs, reviews, debriefings and social events. Invest more time and resources in planning them to make them worth the travel. Schedule regular one-on-ones with each member of your team.
Be consistent. As with any other relationship, stability builds trust within your team. Be consistently available. Don’t hide behind e-mails, and reply promptly to requests and questions. You might try establishing a “Red Phone” protocol for high priority items that need immediate attention, and commit to responding to these items within a designated time frame, no matter what. I once worked for a company that required that both field reps and managers check voice mails at three specific times in the day. This helped to establish a framework for consistent and reliable communication.
As with any strong work relationship, facilitating successful virtual teams require the right tools and consistent communication. Paying attention to these key areas when implementing your telecommuting plan will help you to maintain the same effectiveness as the manager in the office.
Do you know a soon-to-be virtual manager? Share these tips with them. What tools and strategies have you found useful in managing your mobile workforce?