Telework and Virtual Teams and Remote Workers… Oh My!
Whether your organization was previously thinking about incorporating virtual work and teams, already in progress or expanding this as an option, hosting a robust group of virtual workers, or maybe not a big fan of this option at all, we can’t deny that we are all in a different reality now. So, many of you have likely had to dive deep into evaluating what virtual options are available to your organization, what are sustainable practices versus temporary, and how to continue to meet your mission and customer needs in this increasingly virtual world.
By Any Other Name...
It’s personal and organizational preference in what terminology you use for this space; there’s not a right or wrong answer. What you want to remember is to use terms that align with your culture, business vernacular and will resonate with your people. A few of the common examples, but certainly not an all inclusive list include:
Virtual worker/working
Teleworker/teleworking
Telecommuter/telecommuting
Remote worker/working
Home-based worker/working
e-worker/working
Consider a focus group of employees who can weigh in on what they prefer as well as supporting the culture. Remember, words matter and there can be different interpretations formed, intentionally or not, based on what terminology is used. For example, if your organization just quickly picks “remote worker,” it could be perceived as though these workers are going to be isolated or “remote” from the rest and left to fend for themselves. Again, maybe this wouldn’t be the case in your organization; it’s personal preference based on your context but you want to make sure to take a broader perspective to avoid unintended consequences if possible.
Virtual Structures
The structure of your virtual setup can vary and needs to fit with your organization’s needs. It starts with understanding your objective in increasing virtual arrangements. Once this is outlined, you can make a more informed decision on what structure(s) will best situate you to achieve your goals.
There are a lot of different combinations, including a home-based leader with a home-based team or an office-based leader with home-based team or team members that are distributed across multiple locations; the options are extensive. You can maintain flexibility in your plans by letting employees know you are trying out different structures with the possibility of needing to make changes if unforeseen circumstances cause challenges. Ask employees to be a part of the review process by sharing their virtual experiences, what works well and what could be improved as you evaluate program effectiveness.
What Roles and Responsibilities Can Be Done Virtually?
Another important consideration is determining which positions make sense to be done virtually. This can be done as a joint endeavor between leaders and human resources who can help bring a consistent lens across the organization. Often, it is helpful to look at what “positions” rather than what “individuals” are best suited for virtual work. A few of the initial considerations for roles include:
Able to work unsupervised and with little guidance -- the role has the ability to lead and manage themselves.
Roles that don’t require much cross-functional partnership or interaction.
Primarily predictable and/or brief contact needed with other employees and/or “customers.”
The greater the need for contact, with both people or things, the less likely the job can be adequately worked virtually.
The ability to “group” work into timeblocks or a full-day schedule without the need for face-to-face contact to make progress.
Sensitivity of data relative to how robust security systems are available for multiple locations.
You’ll also need to think through logistics and financial impacts of virtual arrangements. Determine if there are potential areas of concern and whether these can be addressed through additional research and discussion or if other approvals are needed first. Below is a starting list of budgetary-related questions to consider:
How will I budget for face-to-face meetings such as to bring virtual workers onsite for all team meetings occasionally: travel, lodging, meals, transportation? How many trips are required to other office or client locations per year?
Will there be additional travel costs for the employee to visit clients onsite that would not have been required by an office-present employee? If yes, what are the additional costs and what is the financial impact? Will the budget support these additional costs? Do I have approval from the budget owner?
Are the sites the virtual worker may need to travel to driveable distances? Is there a large airport located close to the virtual worker that would provide cost-effective travel options?
Would the virtual arrangement require the purchase of additional equipment such as printers, laptop, monitors or phone? If yes, what would these additional costs be and what is the financial impact? Are these expenses budgeted?
In terms of compensation, is the area differential cost higher or lower in the employee’s market? You may consider contacting HR or a compensation consultant for assistance with evaluating this context if unknown. Will there need to be a pay adjustment? If yes, do you need to obtain approval before moving forward?
Note, you may also need to consider virtual work as an accommodation for roles not originally planned to be teleworkers.
Virtual Checklist & Agreement for Virtual Workers
Last but not least, templates! Here is a sample checklist for a virtual office setup and a sample agreement for a virtual arrangement from a partner organization, ThinkHR. Documentation is helpful to ensure everyone has the same understanding of the arrangement and it also allows for the arrangement to change should the need arise.
As we are all learning how to effectively and efficiently do our work in an increasingly virtual environment, this is an opportunity to create your organization's own virtual strategy that will help you maintain your established levels of customer service, perhaps provide you with a competitive edge, and support business continuity when the unexpected happens.
