We are often asked what companies in the United States do to support remote or hybrid work schedules. Most businesses are aware of the challenges in preserving company culture when employees do not work together in the same location on a daily basis. It takes a different approach under those circumstances to become acquainted with colleagues, develop collaborative work practices and communicate well with others. Simple behaviours that occur naturally in a central work location by example and imitation do not necessarily or consistently occur when people work apart.
Training and development
Training is more important in a flexible work situation. All employees should be trained in their work duties, but also in how to work with a team that is not always physically together. Training begins with onboarding and should take place on a regular basis. Initial training focuses on company policies and compliance requirements, using software and equipment and everyday skills and work tasks. It also includes performance expectations, the evaluation process and incentives. Group training continues throughout employment with behavioural expectations, such as how to raise concerns at work, respect at work/anti-harassment training and the implementation of new policies and practices, as well as individual reinforcement of skills when expectations are not being met. Training most often occurs now through video meetings with an in-person option for local employees. Some companies incorporate offsite sessions, bringing employees together in another location.
Most managers will require training to lead a flexible workforce effectively. They need to have consistent check ins on a one-on-one basis with each person reporting to them to reinforce the relationship, answer questions, review expectations and enable collaboration. Managers should hold regular group meetings to develop teamwork and encourage initiative. Meetings ought to include an opportunity to greet and reconnect, as well as to focus together on an agenda. With some employees, those opportunities may be the only times that day or week when they interact personally with coworkers outside of email, Slack, text or other platforms. When mistakes are made or productivity is inadequate, managers need to evaluate the data to assess what should be done with particular employees to address those concerns. Management staffing decisions should be data driven, more so when employees work remotely.
Working together
We hear a range of reactions about managers who supervise remote or hybrid workers. Many remote workers believe that no one knows or cares much about their work on an individual basis, a case of being out of sight and out of mind. Employees frequently complain that they “don’t even know” their managers, rarely interacting with them. In contrast, others describe their manager as the “best part” of their job. The difference in perspective comes from the level of interest, direction and personal input a manager provides. Younger workers especially, want the attention and interest in professional development that comes from a close, mentoring type of relationship with a manager. When that is missing, institutional loyalty runs thin.
Developing company culture can be more challenging with a flexible workforce because of the lack of input and reinforcement of values that occurs more naturally when people are working together. Discovering what creates a great workplace is a company-specific process. One business we work with uses the tool TINYpulse to survey and share employee perspectives on workplace concerns. Another company encourages employees to recommend their favorite charities for group participation in activities and support. A business valuing personal wellbeing offers app subscriptions for mindfulness and exercise passes, plus flexibility for travel. Another incentivises employees to share ideas for streamlining work processes with recognition for “tip of the week”. While each of these reflects company values, they also reinforce a sense of belonging among employees. Involving employees in the process of determining what distinguishes the business creates organic, bottom-up initiatives rather than top-down objectives that may not be accepted.
The landscape of workplace culture can be particularly challenging with a global workforce. Businesses need to follow local laws and customs in jurisdictions where employees perform services, including legal compliance, taxation and workplace safety. Having employment counsel available is critically important. It also helps to reach out and learn in this new era of employment what other leaders have found effective.
Rebecca Torrey is partner at The Torrey Firm, part of the IR Global Network
