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"Full remote" or "hybrid model" are currently very popular terms used when referring to a phenomenon that has become widespread especially thanks to the Covid-19 pandemic, namely home office. Many employers started offering some kind of flexible organisation of their employees' work schedule, as well as the possibility of working from home. If the system is well set up and organised, ultimately both the team and company as a whole may benefit from it. However, managing people remotely (or partially remotely) has its own specifics. This article offers five tips on how to go about it.
These tips were published by Management Issues.
First of all, you must make it clear what you expect from your subordinates and what their obligations are. In order for employees to work independently and efficiently, they must know what they are supposed to achieve and precisely what is expected of them.
When managing people remotely, you cannot watch their every step or every minute spent away from the computer. This is not even the point of remote work. You should start focusing more on the results and performance of employees instead of keeping track of whether they are really available from 9 to 5.
The fact a team is working remotely does not mean informal relations and socialising should be ignored. You should still maintain informal communication with subordinates and support people's socialising with one another.
At what times will all team members be available? And when will the "quiet hours" be, during which nobody is to be disturbed? What communication platform will you use as primary, and what will be the other rules of internal communication?
It may be difficult but as your subordinates do have the opportunity to work from home, you as the manager will need to start trusting them more. Suppress any tendencies to micromanage; instead, allow them more space for their own working style and initiative.
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