BUILD THE RELATIONSHIPManagers of remote employees must assess workloads, progress, and performance through non-visual cues. "@context": "http://schema.org", To view this video please enable JavaScript, and consider upgrading to a web browser that 1. ", Nelson, Bob, "Long-Distance Recognition," Workforce (August 2000). Thank you!
Maintain visibility into team and individual workflows (page 10). 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. Connect Remote Employees to the Rest of the Team 3. }, 7 "@context": "http://schema.org", MAINTAIN ENGAGEMENT. Sample Situations. Use multiple methods to communicate clearly with all team members, promote transparency, and foster a sense of inclusion.
2. Society for Human Resource Management, "Virtual Recognition," SHRM White Paper (February 1999).
Identify what technology the employee will need access to and ensure that it is working properly. Author Unknown, The Benefits of Telework, General Services Administration, (August 2009). Clarify key words, ambiguous areas, and potentially controversial issues to prevent misunderstandings. Individual or team accomplishment highlights. Ensure Inclusion During Team Meetings. GUIDED FORUM ON INTERSECTORAL ACTION Communities experiences in developing intersectoral actions How to go further? 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.
Author Unknown, The Benefits of Telework, General Services Administration, (August 2009). ", If messages are being spread informally through the organization, make sure to include remote employees on those communications. Set key metrics on which you will measure the employee. Establish your preferred methods of communication (see page 11 for more information). "@type": "ImageObject", Understand each cultures work-life balance norms. Announce awards during team videoconferences. 2. Managers struggle to understand remote employees workflows given that they cannot directly observe their day-to-day activities. "@context": "http://schema.org", MANAGE PERFORMANCE MAINTAIN ENGAGEMENT BUILD THE RELATIONSHIP 2011 The Corporate Executive Board Company. What will your working hours be? Announce awards during team videoconferences. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/3/Build+the+Relationship.jpg",
All Rights Reserved. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/14/BUILD+THE+RELATIONSHIP.jpg", Learning and Development Roundtable, Making the Transition to First-Line Management, Washington, D.C.: Corporate Executive Board, 2006. BUILD THE RELATIONSHIPUse multiple methods to communicate clearly with all team members, promote transparency, and foster a sense of inclusion. "@type": "ImageObject", Clarify Role and Performance Expectations at the Beginning of the Remote Management Relationship, Effectively Define Performance Expectations. Best Practices for the Remote Manager, Oracle, (Date Unknown). Develop employees through effective remote coaching (page 15). Understand Employee\u2019s Expectations.
Evaluate Performance Based on Outcomes, Not Processes.
All Rights Reserved.
Managers have limited visibility into remote employees work processes. Delivery of difficult messages (when in-person meetings are not an option) Monitoring team morale. "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", Build the RelationshipPromote a personal relationship by encouraging casual conversation at the beginning and/or end of each call. In addition to the above, obtain feedback from external customers and internal stakeholders, when possible. Urgent questions. BUILD THE RELATIONSHIP. CHALLENGE. Understand employees expectations (page 7). Maintain Constant Contact. Use the S.M.A.R.T. Goodbody, Jenny, Critical Success Factors for Global Virtual Teams, Strategic Communication Management (February 2005). If employees come in early to accommodate another time zone, encourage them to leave early that day (and vice versa).
yourerc Individual\u2019s Role and Responsibilities. \u00a9 2011 The Corporate Executive Board Company. MAINTAIN ENGAGEMENT 3. \u00a9 2011 The Corporate Executive Board Company. Corporate Leadership Council, Communication with Desk-Less Employees, Washington, D.C.: Corporate Executive Board, 2005. Elmore, Barbara, Its a Small World After All, Baylor Business Review (Fall 2006). Maintain Awareness of MoraleAsk direct questions to gauge the employees engagement level (e.g., How do you feel about your current workload? Foster a Sense of Team. To make this website work, we log user data and share it with processors. All Rights Reserved. "@type": "ImageObject", Managers must maintain open lines of communication and directly ask employees about what motivates and challenges them. Nelson, Bob, "Long-Distance Recognition," Workforce (August 2000). Online shared work spaces are a good medium through which to promote collaboration. What do you see as the benefits of working remotely?
1. All Rights Reserved. BUILD THE RELATIONSHIPManagers must make a conscious effort to maintain visibility into workflows and processes. MANAGE PERFORMANCE. Set Clear Expectations. Clearly communicate to the employee that you expect him\/her to proactively address any issues that may arise. A lack of visibility causes managers to struggle to identify performance and engagement issues early on. BUILD THE RELATIONSHIP 1.
Create a team bulletin board on the intranet to celebrate team accomplishments. Communicate an agenda to the employee prior to the meeting and ask him/her if he/she would like to add anything to it. Link responsibilities to the team\u2019s mission and values. BUILD THE RELATIONSHIP 3. Managers struggle to understand remote employees workflows given that they cannot directly observe their day-to-day activities. Kimball, Lisa and Amy Eunice, The Virtual Team: Strategies to Optimize Performance, Health Forum Journal (May\/June 1999).
Mortleman, Jim, Virtual Teams from Across the Globe Unite, Network News (22 November 2000). SOLUTIONS. Sales Executive Council, Virtual Coaching Toolkit, Arlington, VA: Corporate Executive Board, Society for Human Resource Management, Virtual Recognition, SHRM White Paper (February 1999). framework to ensure that objectives are established clearly. Understand employees expectations (page 7).
1. Build the RelationshipPromote a personal relationship by encouraging casual conversation at the beginning and/or end of each call. Bogdanski, Christine, Leaderless Supervision, Human Resource Development Quarterly (July 2000). Clearly communicate to the employee that you expect him/her to proactively address any issues that may arise. 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. 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. BUILD THE RELATIONSHIP. \u00a9 2011 The Corporate Executive Board Company. Customize Interaction TechniqueCalibrate your coaching approach to the individuals learning style. Develop employees through effective remote coaching (page 15). Provide clear guidelines regarding quality of work. Acknowledge issues that the employee may encounter when working remotely. "name": "BUILD THE RELATIONSHIP", All Rights Reserved. Online shared work spaces are a good medium through which to promote collaboration. Develop Employees Through Effective Remote Coaching. Platt, Lilly, Virtual Teaming: Where Is Everyone?, Journal for Quality & Participation (1 September 1999). }, 9 "name": "BUILD THE RELATIONSHIP", MAINTAIN ENGAGEMENT. BUILD THE RELATIONSHIP. Is it measurable? "@context": "http://schema.org",
Operate a shared calendar so that employees know what each team member is working on and what the deadlines are. }, 8
bpo managing enterprise financial slide retention Set Clear Expectations (Continued) Clarify Role and Performance Expectations at the Beginning of the Remote Management Relationship. MAINTAIN ENGAGEMENT 1.
Communicate an agenda to the employee prior to the meeting and ask him/her if he/she would like to add anything to it. What additional information would help me get to know you? Instant Messaging. Framework Use the S.M.A.R.T. Mortleman, Jim, Virtual Teams from Across the Globe Unite, Network News (22 November 2000). Remove all distractions and treat the conversations as seriously as you would a face-to-face meeting. Is it results-oriented? Its hard to tell how busy they are, if they need more help, and whether or not they are enjoying their work., I feel left out of a lot of conversations and decisions. 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. Ensure Clear Objectives Using the S.M.A.R.T. 3 (March 2007): 111115. MANAGE PERFORMANCE 2. Be sensitive to employees working in different time zones. Build the Relationship\u2014Promote a personal relationship by encouraging casual conversation at the beginning and\/or end of each call. Encourage Employees to Build Personal and, Professional Relationships with Each Other. 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). Post pictures of remote employees in the office and send remote employees pictures of in-house employees. All Rights Reserved. Team Attributes. Evaluate performance based on outcomes, not processes (page 14). Maintain an inclusive team environment and be accommodating to employees who sit in different time zones. "@type": "ImageObject", Establish well-defined and measurable performance expectations. Understand Employees Expectations Questions to Ask Your Direct Report at the Beginning of a Remote Management Relationship What are your short- and long-term career aspirations? 2. BUILD THE RELATIONSHIPThe lack of face-to-face interaction makes it difficult for managers to understand remote employees aspirations and frustrations. \u00a9 2011 The Corporate Executive Board Company. ", framework to ensure that objectives are established clearly. Maintain visibility into team and individual workflows (page 10). All Rights Reserved. In addition to the above, obtain feedback from external customers and internal stakeholders, when possible. "width": "800" CHALLENGE. All Rights Reserved. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/12/BUILD+THE+RELATIONSHIP.jpg", BUILD THE RELATIONSHIP. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/15/BUILD+THE+RELATIONSHIP.jpg", timecheck Decision Making Tools for Strategic Planning 2014 Nonprofit Capacity Conference Margo Bailey, PhD April 21, 2014 Clarify your strategic plan hierarchy. Evaluate performance based on outcomes, not processes (page 14). "name": "", }, 13 MAINTAIN ENGAGEMENT. Its hard to tell how busy they are, if they need more help, and whether or not they are enjoying their work. Manager I feel left out of a lot of conversations and decisions. All Rights Reserved. Manage Performance. Build intimacy by showing mutual respect, defining key words to avoid misunderstandings, encouraging openness, and providing honest feedback.
"description": "Build the Relationship. 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. Utilize Multiple Channels to Maintain Constant Communication. Establish where the employee fits into the team. Online shared work spaces are a good medium through which to promote collaboration. Working Hours. 5. CIO Executive Board, Increasing Virtual Team Productivity (Volvo), Arlington, VA: Corporate Executive Board, 2009. Clearly lay out expectations for what outputs are critical and what outcomes are nice to have.. Build the RelationshipROAD MAP Build the Relationship Maintain Engagement Manage Performance 2011 The Corporate Executive Board Company. Cultural Norms Understand each cultures work-life balance norms. Create a team bulletin board on the intranet to celebrate team accomplishments.
You should be able to answer yes to the following questions for each objective: 1.
Maintain visibility into team and individual workflows (page 10). 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. Connect Remote Employees to the Rest of the Team 3. }, 7 "@context": "http://schema.org", MAINTAIN ENGAGEMENT. Sample Situations. Use multiple methods to communicate clearly with all team members, promote transparency, and foster a sense of inclusion.
2. Society for Human Resource Management, "Virtual Recognition," SHRM White Paper (February 1999). Identify what technology the employee will need access to and ensure that it is working properly. Author Unknown, The Benefits of Telework, General Services Administration, (August 2009). Clarify key words, ambiguous areas, and potentially controversial issues to prevent misunderstandings. Individual or team accomplishment highlights. Ensure Inclusion During Team Meetings. GUIDED FORUM ON INTERSECTORAL ACTION Communities experiences in developing intersectoral actions How to go further? 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.
Author Unknown, The Benefits of Telework, General Services Administration, (August 2009). ", If messages are being spread informally through the organization, make sure to include remote employees on those communications. Set key metrics on which you will measure the employee. Establish your preferred methods of communication (see page 11 for more information). "@type": "ImageObject", Understand each cultures work-life balance norms. Announce awards during team videoconferences. 2. Managers struggle to understand remote employees workflows given that they cannot directly observe their day-to-day activities. "@context": "http://schema.org", MANAGE PERFORMANCE MAINTAIN ENGAGEMENT BUILD THE RELATIONSHIP 2011 The Corporate Executive Board Company. What will your working hours be? Announce awards during team videoconferences. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/3/Build+the+Relationship.jpg",
All Rights Reserved. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/14/BUILD+THE+RELATIONSHIP.jpg", Learning and Development Roundtable, Making the Transition to First-Line Management, Washington, D.C.: Corporate Executive Board, 2006. BUILD THE RELATIONSHIPUse multiple methods to communicate clearly with all team members, promote transparency, and foster a sense of inclusion. "@type": "ImageObject", Clarify Role and Performance Expectations at the Beginning of the Remote Management Relationship, Effectively Define Performance Expectations. Best Practices for the Remote Manager, Oracle, (Date Unknown). Develop employees through effective remote coaching (page 15). Understand Employee\u2019s Expectations.
Evaluate Performance Based on Outcomes, Not Processes.
All Rights Reserved.
Managers have limited visibility into remote employees work processes. Delivery of difficult messages (when in-person meetings are not an option) Monitoring team morale. "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", Build the RelationshipPromote a personal relationship by encouraging casual conversation at the beginning and/or end of each call. In addition to the above, obtain feedback from external customers and internal stakeholders, when possible. Urgent questions. BUILD THE RELATIONSHIP. CHALLENGE. Understand employees expectations (page 7). Maintain Constant Contact. Use the S.M.A.R.T. Goodbody, Jenny, Critical Success Factors for Global Virtual Teams, Strategic Communication Management (February 2005). If employees come in early to accommodate another time zone, encourage them to leave early that day (and vice versa).
yourerc Individual\u2019s Role and Responsibilities. \u00a9 2011 The Corporate Executive Board Company. MAINTAIN ENGAGEMENT 3. \u00a9 2011 The Corporate Executive Board Company. Corporate Leadership Council, Communication with Desk-Less Employees, Washington, D.C.: Corporate Executive Board, 2005. Elmore, Barbara, Its a Small World After All, Baylor Business Review (Fall 2006). Maintain Awareness of MoraleAsk direct questions to gauge the employees engagement level (e.g., How do you feel about your current workload? Foster a Sense of Team. To make this website work, we log user data and share it with processors. All Rights Reserved. "@type": "ImageObject", Managers must maintain open lines of communication and directly ask employees about what motivates and challenges them. Nelson, Bob, "Long-Distance Recognition," Workforce (August 2000). Online shared work spaces are a good medium through which to promote collaboration. What do you see as the benefits of working remotely?
1. All Rights Reserved. BUILD THE RELATIONSHIPManagers must make a conscious effort to maintain visibility into workflows and processes. MANAGE PERFORMANCE. Set Clear Expectations. Clearly communicate to the employee that you expect him\/her to proactively address any issues that may arise. A lack of visibility causes managers to struggle to identify performance and engagement issues early on. BUILD THE RELATIONSHIP 1.
Create a team bulletin board on the intranet to celebrate team accomplishments. Communicate an agenda to the employee prior to the meeting and ask him/her if he/she would like to add anything to it. Link responsibilities to the team\u2019s mission and values. BUILD THE RELATIONSHIP 3. Managers struggle to understand remote employees workflows given that they cannot directly observe their day-to-day activities. Kimball, Lisa and Amy Eunice, The Virtual Team: Strategies to Optimize Performance, Health Forum Journal (May\/June 1999).
Mortleman, Jim, Virtual Teams from Across the Globe Unite, Network News (22 November 2000). SOLUTIONS. Sales Executive Council, Virtual Coaching Toolkit, Arlington, VA: Corporate Executive Board, Society for Human Resource Management, Virtual Recognition, SHRM White Paper (February 1999). framework to ensure that objectives are established clearly. Understand employees expectations (page 7).
1. Build the RelationshipPromote a personal relationship by encouraging casual conversation at the beginning and/or end of each call. Bogdanski, Christine, Leaderless Supervision, Human Resource Development Quarterly (July 2000). Clearly communicate to the employee that you expect him/her to proactively address any issues that may arise. 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. 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. BUILD THE RELATIONSHIP. \u00a9 2011 The Corporate Executive Board Company. Customize Interaction TechniqueCalibrate your coaching approach to the individuals learning style. Develop employees through effective remote coaching (page 15). Provide clear guidelines regarding quality of work. Acknowledge issues that the employee may encounter when working remotely. "name": "BUILD THE RELATIONSHIP", All Rights Reserved. Online shared work spaces are a good medium through which to promote collaboration. Develop Employees Through Effective Remote Coaching. Platt, Lilly, Virtual Teaming: Where Is Everyone?, Journal for Quality & Participation (1 September 1999). }, 9 "name": "BUILD THE RELATIONSHIP", MAINTAIN ENGAGEMENT. BUILD THE RELATIONSHIP. Is it measurable? "@context": "http://schema.org",
Operate a shared calendar so that employees know what each team member is working on and what the deadlines are. }, 8
bpo managing enterprise financial slide retention Set Clear Expectations (Continued) Clarify Role and Performance Expectations at the Beginning of the Remote Management Relationship. MAINTAIN ENGAGEMENT 1.
Communicate an agenda to the employee prior to the meeting and ask him/her if he/she would like to add anything to it. What additional information would help me get to know you? Instant Messaging. Framework Use the S.M.A.R.T. Mortleman, Jim, Virtual Teams from Across the Globe Unite, Network News (22 November 2000). Remove all distractions and treat the conversations as seriously as you would a face-to-face meeting. Is it results-oriented? Its hard to tell how busy they are, if they need more help, and whether or not they are enjoying their work., I feel left out of a lot of conversations and decisions. 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. Ensure Clear Objectives Using the S.M.A.R.T. 3 (March 2007): 111115. MANAGE PERFORMANCE 2. Be sensitive to employees working in different time zones. Build the Relationship\u2014Promote a personal relationship by encouraging casual conversation at the beginning and\/or end of each call. Encourage Employees to Build Personal and, Professional Relationships with Each Other. 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). Post pictures of remote employees in the office and send remote employees pictures of in-house employees. All Rights Reserved. Team Attributes. Evaluate performance based on outcomes, not processes (page 14). Maintain an inclusive team environment and be accommodating to employees who sit in different time zones. "@type": "ImageObject", Establish well-defined and measurable performance expectations. Understand Employees Expectations Questions to Ask Your Direct Report at the Beginning of a Remote Management Relationship What are your short- and long-term career aspirations? 2. BUILD THE RELATIONSHIPThe lack of face-to-face interaction makes it difficult for managers to understand remote employees aspirations and frustrations. \u00a9 2011 The Corporate Executive Board Company. ", framework to ensure that objectives are established clearly. Maintain visibility into team and individual workflows (page 10). All Rights Reserved. In addition to the above, obtain feedback from external customers and internal stakeholders, when possible. "width": "800" CHALLENGE. All Rights Reserved. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/12/BUILD+THE+RELATIONSHIP.jpg", BUILD THE RELATIONSHIP. "contentUrl": "https://slideplayer.com/slide/5782293/19/images/15/BUILD+THE+RELATIONSHIP.jpg", timecheck Decision Making Tools for Strategic Planning 2014 Nonprofit Capacity Conference Margo Bailey, PhD April 21, 2014 Clarify your strategic plan hierarchy. Evaluate performance based on outcomes, not processes (page 14). "name": "", }, 13 MAINTAIN ENGAGEMENT. Its hard to tell how busy they are, if they need more help, and whether or not they are enjoying their work. Manager I feel left out of a lot of conversations and decisions. All Rights Reserved. Manage Performance. Build intimacy by showing mutual respect, defining key words to avoid misunderstandings, encouraging openness, and providing honest feedback.
"description": "Build the Relationship. 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. Utilize Multiple Channels to Maintain Constant Communication. Establish where the employee fits into the team. Online shared work spaces are a good medium through which to promote collaboration. Working Hours. 5. CIO Executive Board, Increasing Virtual Team Productivity (Volvo), Arlington, VA: Corporate Executive Board, 2009. Clearly lay out expectations for what outputs are critical and what outcomes are nice to have.. Build the RelationshipROAD MAP Build the Relationship Maintain Engagement Manage Performance 2011 The Corporate Executive Board Company. Cultural Norms Understand each cultures work-life balance norms. Create a team bulletin board on the intranet to celebrate team accomplishments.
You should be able to answer yes to the following questions for each objective: 1.