We’ve hit the golden age of telework, with myriad options to work remotely from a broadband-connected home, a hotel, or a cafe on a mobile device. The explosion of cloud and mobile technologies makes our actual location the least important aspect of connecting with our applications and data. And there are more and more reasons to support working remotely. Per Reuters, the state of commuting is a “virtual horror show”, with the average commute costing the working poor six percent of their income. It’s three percent for more wealthy Americans. And long commutes have negative impacts on health and stress levels. Add to this the potential cost savings if your headquarters doesn’t require an office or cubicle for every employee. For small NPOs, do you even really need an office? Plus, we can now hire people based on their absolute suitability to the job without requiring them to relocate. It’s all good, right?
Well, yes, if it’s done correctly. And a good remote work culture requires more than seamless technology. Supervisors need to know how to engage with remote employees, management needs to know how to be inclusive, and the workers themselves need to know how to maintain relationships without the day to day exposure to their colleagues. Moving to a telework culture requires planning and insight. Here are a few things to consider.
Remote Workers Need To Be Engaged
I do my best to follow the rule of communicating with people in the medium that they prefer. I trade a lot of email with the people who, like me, are always on it; I pick up the phone for the people who aren’t; I text message with the staff that live on their smartphones. But, with a remote employee, I break that rule and communicate, primarily, by voice and video. Emoticons don’t do much to actually communicate how you feel about what your discussing. Your voice and mannerisms are much better suited for it. And having an employee, or teammate, that you don’t see on a regular basis proves the old adage of “out of sight, out of mind”.
In Person Appearances Are Required
For the remote worker to truly be a part of the organization, they have to have relationships with their co-workers. Accordingly, just hiring someone who lives far away and getting them started as a remote worker might be the worst thing that you can do for them. At a minimum, requiring that they work for two to four weeks at the main office as part of their orientation is quite justified. For staff who have highly interactive roles, you might require a year at the office before the telework can commence.
Once the position is remote, in-person attendance at company events (such as all staff meetings and retreats) should be required. When on-site isn’t possible, include them via video or phone (preferably video). On-site staff need to remember them, and not forget to include them on invites. Staff should make sure that they’re in virtual attendance once the event occurs.
Technical Literacy Requirements Must Be High
It’s great that the remote access tech is now so prevalent, but the remote worker still needs to be comfortable and adept with technology. If they need a lot of hand-holding, virtual hands won’t be sufficient. Alternatively, the company might require (and/or assist with) obtaining local tech support. But, with nonprofit IT staffing a tight resource, remote technophobes can make for very time-consuming customers. Establishing a computer-literacy test and making it a requirement for remote work is well-advised; it will ease a lot of headaches down the road.
Get The Policies In Place First
Here’s what you don’t want: numerous teleworkers with different arrangements. Some have a company-supplied computer, some don’t. The company pays for one person’s broadband account, but not another’s. One person has a company-supplied VOIP phone, the other uses their personal lines. I’ve worked at companies where this was all subject to hiring negotiations, and IT wasn’t consulted. What a nightmare! As with the office technology, IT will be much more productive if the remote setups are consistent, and the remote staff will be happier if they don’t feel like others get special treatment.
Go Forth And Telecommute
Don’t let any of this stop you — the workforce of the future is not nearly as geography bound as we’ve been in the past, and the benefits are compelling. But understand that company culture is a thing that needs to be managed, and managed all the more actively when the company is more virtual.