Diverse Work Environments
We often joke that the ink was no sooner dry on our publishing contract for The Big Book of HR 10th Anniversary Edition when the pandemic struck. Our dilemma was how to accurately write about the changing landscape of working when so much was in flux.
In the chapter on “Flexibility and Work” we described remote working—traditional telecommuters; hybrid working models—which organizations are still tussling with amid return-to-work mandates; and distributed working—those workforces which are widely dispersed geographically either domestically or internationally.
All three models require asynchronous work—employees working independently of one another across time zones and hours of the day. The work isn’t happening all at the same time.
While challenges exist for leaders in organizations with any of these models, an important one is helping all employees prosper, especially when colleagues are either spread across multiple time zones and locations or not always working in a central location at the same time.
According to Gallup research, seventy percent of managers say they are not trained on managing remote workforces. This fact highlights the importance of defining what a manager’s role is: setting clear expectations for individuals and teams; establishing clear goals that include accountability; and constant communication and feedback.
Setting expectations matter for all employees in an asynchronous environment where decision-making, innovation, collaboration and trust are crucial to success.
Atlassian, an Australian-based collaboration software provider, has long relied on a distributed workforce. In order to provide equitable experiences for all, they’ve developed guidelines for asynchronous work.
Consider collaboration time before hiring. Establish how much collaboration time is needed in a given workday, including how many time zones can be crossed to allow for that meaningful collaboration.
Default to an online presence. Establish meeting guidelines to ensure equity for remote and on-site workers.
Record videos for asynchronous work. Recording videos of presentations allows team members to watch at their convenience rather than at a set time. Managers can use recorded videos as a communication tool which drives connection and recognition.
The company sees the value of focusing on how, not where, work gets done as well as allowing teams to track projects, key results, and lessons learned.
People drive the success of an organization, but managers often get stymied by the people issues—even the simple ones. Understandably, managing remote workforces can be difficult and perplexing.
However, take a step back and consider key manager responsibilities in any workforce model:
Communicating the organization's purpose, values, goals and where the department and each individual aligns with and supports them.
Leading by example and making sure their behavior supports the organization’s vision.
Establishing clear expectations.
Providing flexible and personalized learning and development opportunities that align with each employee’s strengths, interests and goals.
Encouraging collaboration and innovation by asking for and acting on ideas and opinions, especially those of younger workers.
Emerging from the pandemic, many younger workers have developed a gig-worker mindset. They may have started working remotely and feel emotionally detached from the organization. Providing development opportunities and a sense of purpose— things they value—can move them to a mindset that is more connected to the organization. If you’re in a hybrid working model, consider more in-person time for them to help them learn about the organization and its work. Remember, focusing on management responsibility will build trust and loyalty