4 Keys to Effectively Manage Remote and Mobile Workers
by Phil Montero "the Mobile Man"
Most organizations feel one of the biggest challenges they face when implementing a telework program is managing mobile or remote workers. It is unfortunate that many organizations let this perception stop them from reaping the many benefits of telecommuting and a more flexible workplace.
Remote management is not much different from managing people on-site. The biggest difference is the shift in management style from "eyeball management" (assuming workers are being productive because you physically see them at their desks working) to managing by results.
By learning to mange by results rather than activity, improving communication and nurturing trust between managers and employees, the whole organization benefits. In fact, managers of telecommuters have reported that their overall management skills increased for both on and off-site workers.
There are 4 main keys to managing remote employees. These tips for distance management will help you work more successfully with your mobile workers and virtual teams.
Basics of managing remote or mobile workers
- Managing by results, not activity
- Improving communication (staying connected)
- Handling meetings and schedules
MANAGING BY RESULTS, NOT ACTIVITY
One of the most common fears that managers and executives have when considering a telecommuting program in their organization is "How do I know my employees will be working if I'm not there to watch them?" Well the simple answer is that you won't, not every minute. But realistically, you can't be sure they are really working every minute you see them in the office either. It is easy to confuse activity with accomplishments.
A manager's job is to provide specific, measurable, and attainable goals for the teleworker to meet so that he or she knows what must be done and when. These can include reports completed, number of calls made, number of support issues resolved or any other appropriate measure of job productivity.
It is important that the employee and manager arrive upon a shared definition of the deliverables and timetable together. This ensures that everyone is on the "same page" and prevents any miscommunication. It also ensures that the goals and expectations are realistic.
A manager's value to an organization is as more of a coach and mentor, not an overseer. This move away from "eyeball management" and the resulting clearer definition of employee job responsibilities are one of the major contributing factors to the improved productivity normally experienced with telecommuting.
Shifting your focus to performance based management will help you build a more productive mobile workforce.
IMPROVING COMMUNICATION (STAYING CONNECTED)
Communication is one of the most important elements to ensure a successful telework program. This is one area of remote work that technology helps make easier every day. A variety of tools are available today to make it easier than ever to stay in touch and collaborate.
The most obvious way to ensure proper communication with teleworkers is to have defined working hours. By clearly setting expectations of what hours employees need to be available up front, you can circumvent a common point of confusion and ensure timely communication. The key is developing the balance between being in touch and being pestered. This sense you can foster over time.
Another common area of miscommunication and concern that tends to cause problems when dealing with remote workers is the timeliness of communication. Managers and on-site coworkers are often concerned with being able to get in touch with remote workers when needed.
Any easy, but often overlooked, solution to this problem is to create a set schedule for voice and e-mail checking and responding. This can be hourly, twice a day or whatever works for your situation along with an expected response time appropriate for your organizations communication needs. By having this schedule clearly defined everyone can rest assured knowing when their messages will be received and responded to.
There are also a variety of activities managers can do to make sure that remote employees are "connected" and still feel like part of the gang at the office. This includes having regularly scheduled phone calls, making sure to include remote workers in impromptu lunches and other social events and routing more informal information, memos and FYI items to them.
HANDLING MEETINGS AND SCHEDULES
Meetings are a necessary part of any organization or team project. These meetings serve a variety of purposes including sharing information, keeping up to date on what's going on, making decisions, reporting on progress, brainstorming and exploring ideas, plans and alternatives.
Keeping track of everyone's schedules and including remote workers in meetings is viewed as a big stumbling block by many organizations investigating telecommuting, but this doesn't have to be the case. By being creative with time management and using the available technology and tools properly, these can become non-issues.
There are a variety of web-based groupware/virtual office and dedicated software solutions available today to help organizations manage group schedules and shared calendars. This allows both on and off-site employees to always have access to current schedules and up to date information on last minute scheduling changes.
One important realization is that not all meetings need to be "face-to-face." If you use technology properly, remote workers can use a combination of teleconferencing, videoconferencing, groupware and web conferencing to participate in meetings and attend presentations in real time without having to travel and waste valuable time. This also allows you to include remote workers in important ad hoc meetings that might arise.
For those times when meetings require face-to-face communication, try to schedule these meetings when teleworkers or team members will be in the office. To make this even easier, schedule consistent meetings (maybe a staff meeting the 2nd Tuesday of every month or a team meeting every Friday). Knowing in advance when a meeting is going to occur makes it much easier to plan around.
FEEDBACK AND SUPPORT
Another basic management technique that we often fall short with is giving employees ongoing feedback and support. Many employees - at all levels of an organization - believe they don't get enough feedback from managers on how they are performing.
Regular meetings should be scheduled between managers and telecommuters to assess needs, give feedback and discuss problems. This is an excellent opportunity to discuss the initially agreed upon scope of work to be done, timelines, and deadlines.
Another important way to improve the relationship with remote or mobile workers is to be sure to include them in feedback and praise. Many managers and executives give feedback and praise to their employees in a very informal way. Often it comes to mind when they see these colleagues or coworkers in the office. Telecommuters don't have as many opportunities to "bump into" the boss or a manager so some extra effort is required to provide it.
This doesn't have to mean a lot of extra work. Even using simple, quick ways of letting people know how they are doing such as a brief voice or email, a quick note jotted in the margin of a report or memo or a short chat when they are in the office can help make sure your employees get this much needed feedback.
Also don't forget to occasionally make the pat on the back public at a staff meeting. This assures onsite workers that the telecommuters are still carrying their load and is another way to help minimize any possible resentment that onsite employees might feel toward telecommuters and their work arrangements.
Fear of the challenges of managing mobile workers and staying connected are two of the most common obstacles organizations face. This often prevents them from taking advantage of the power and flexibility that comes with having a more mobile workforce.
Don't let this get in your way. As I mentioned, most of these management techniques and strategies are not new. They are the same things that good managers have been doing for years to make sure they build trust and clear communication among their team. Using the guidelines I've shared with you in these four key areas you can work from anywhere effectively and keep your team connected!
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