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Managing
and working ‘remotely’
Management style:
If the management style is not already
focused on results rather than processes, then this will need to
adapt. A high degree of trust is also needed between the manager and
the employee, and where this is lacking, it is likely that
working outside the office is going to be problematic on both
sides.
Some aspects of management taken for
granted in the conventional office environment need to be
treated more explicitly in a remote working situation.
In particular staff need:
-
clear performance targets and
short-term goals
-
regular feedback on performance and
positive reinforcement
-
regular communication and team meetings
-
phone calls (with supervisors and
colleagues) to include personal/social content, and not
purely business.
Using technology:
Electronic communication methods should be
user friendly and accessible: ranging from adequate remote
access to shared folders and the intranet, to the ability to
send and retrieve e-mails without undue hassle.
The new multimedia collaboration tools and
unmetered Internet access enhance considerably the value of
electronic communications, especially for less structured
communications.
Building teams:
It
is important to note that too much use of technology can isolate
people from their colleagues and business partners.
Steps need to be taken to ensure teams meet together
face-to-face.
The
good news is that, with transactional work carried out
electronically, these meetings can be social, enjoyable and
highly productive.
This concludes
our series of articles on the human resources aspects of
flexible working
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