Covid – 19 Pandemic and the challenge of working from home (WFH) III

Today we would attempt to conclude our discussion on remote working or working from home, which we started two weeks ago.  We have decided to be detailed because it appears that the future of work is largely going to be noted down by remote working.  Our lives, indeed, working pattern would never be the same […]

Today we would attempt to conclude our discussion on remote working or working from home, which we started two weeks ago.  We have decided to be detailed because it appears that the future of work is largely going to be noted down by remote working.  Our lives, indeed, working pattern would never be the same again post COVID-19 challenges.  Thus, from ad hoc arrangements, organisations must put in place enduring structures that would last for a while.

Introduce and Implement “rules of engagement”:  Indeed, remote work becomes more efficient and satisfying when managers set expectations for the frequency, means, and the ideal timing of communication for their teams.  For example, some organisations use video conferencing for daily check-in meetings, but for better effect use IM when something is urgent.  Companies should let the employees know the best way and time to reach their superiors during the workday (e.g., “one may tend to be more available late in the day for ad hoc phone or video conversations, but if there’s an emergency earlier in the day, prior notice may be required”).  Finally, keep an eye on communication among team members (to the extent appropriate and feasible), to ensure that they are sharing information as and when needed for effective, efficient and smooth operation.

It is important that managers establish the “rules of engagement” with employees as soon as possible, ideally during the first online check-in meeting.  Indeed, some choices about specific expectations may be better than others.  However, the most important factor is that all employees share the same set of expectations for communication.

Organisation should provide opportunities for remote social interaction:  One of the most essential steps a manager can take is to structure ways for employees to interact socially while working remotely. In essence, institutions should have informal conversations about non-work topics.  This is true for all remote workers, but particularly so for workers who have been abruptly transitioned out of the office as in the current remote work occasioned by COVID-19 pandemic.

It is my firm belief that the easiest way to establish some basic social interaction is to leave some time at the beginning of team calls just for non-work items; such as spending the first few minutes just catching up with each other on issues such as family, weekend etc.  Indeed team leaders can organize a virtual pizza parties (say pizza is delivered to all team members at the time of a video conference), or virtual office parties (Example a party “care packages” can be sent in advance to be opened and enjoyed simultaneously).  While these types of events may sound artificial or forced experienced managers of remote workers (and the workers themselves) in climates where this been a norm, report that virtual events help reduce feelings of isolation, promoting a sense of belonging among employees.

Team Leaders/Management Staff should offer encouragement and emotional support: This is more so in the context of an abrupt shift to remote work, it is important for managers to acknowledge stress listen to employees’ anxieties, challenges and concerns, and empathize with their struggles.  If a newly enrolled remote employee is clearly struggling, but not communicating stress or anxiety, he/she would be asked how they’re doing.  Indeed, a general question such as “How is this remote work situation working out for you so far?” can elicit important information that one might not otherwise hear.  Once you ask the question, be sure to listen carefully to the response, and briefly restate it back to the employee, to ensure that you understood correctly.  Let the employee’s stress or concerns (rather than your own) be the focus of this conversation at all times.  Avoid assumptions and hasty conclusions when discussing these issues with staff.

It is a known fact that emotional intelligence and emotional contagion tell leaders/supervisors that employees look to their managers for cues about how to react to sudden changes or crisis situations.  If and when or where a manager communicates stress and helplessness, this will have what Daniel Goleman calls a “trickle-down” effect on employees.  Indeed, effective leaders take a two-pronged approach, that is, acknowledging the stress and anxiety that employees may be feeling in difficult circumstances, and also providing affirmation of their confidence in their teams.  They use phrases such as “we’ve got this,” or “this is tough, but I know we can handle it”, or “let’s look for ways to use our strengths during this time.”  With this support, employees are more likely to take up the challenge with a sense of purpose and focus which would result to reduction in loss of man-hour arising from the lockdown and possible increase in productivity for organisation.

Indeed, it’s hard to believe, especially in the digital age, that a simple change in work the environment can have a significant impact on the way we think, communicate and collaborate.