Besides the small introduction, subscribers and consulting clients within this management domain have access to:
Equip managers to become more effective with managing remote teams.
The workbook serves as a reference guide participants will use to support formal training.
Many organizations are developing plans to allow employees more flexible work options, including remote work. Use these resources to help managers and employees make the most of remote work arrangements.
Describe the benefits of virtual teams.
Create a plan for adopting effective management practices and setting clear expectations with virtual teams.
Identify potential solutions to the challenges of managing performance and developing members of virtual teams.
Create an action plan to increase effectiveness in managing virtual teams.
People managers who manage or plan to manage virtual teams.
Two three-hour sessions
Section 1 |
Section 2 |
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10 min |
Welcome: Overview & Introductions
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10 min |
Welcome: Overview & Introductions
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50 min |
1.1 Introduction to virtual teams
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55 min |
2.1 Managing wellbeing in a virtual team context
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5 min |
Break |
5 min | Break |
45 min |
1.2 Laying the foundation for a virtual team
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60 min |
2.2 Managing performance in a virtual team context
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10 min |
Break |
10 min | Break |
55 min |
1.2 Laying the foundation for a virtual team
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40 min |
Action planning & conclusion
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5 min |
Session 1 Wrap-Up |
Review all slides and adjust the language or content as needed to suit your organizational context and culture.
The pencil icon to the left denotes slides requiring customization of the slide and/or the speaker’s notes, e.g. adding in an organization-specific process.
Customization instructions are found in the notes pane.
Practical foundations for managing teams in a remote environment
Most organizations are planning some combination of remote and onsite work in 2022.
Source: IT Talent Trends, 2022; n=199
Most organizations are planning some combination of remote and onsite work in 2022 – the highest reported plans for WFH were hybrid, balanced, and partial work-from-home. This builds on our findings in the IT Talent Trends 2022 report.
What percentage of roles in IT are capable of being performed remotely permanently?
IT Talent Trends, 2022; n=207
80% of respondents estimated that 50 to 100% of IT roles can be performed remotely.
A virtual team is any team that has members that are not colocated and relies on technology for communications.
Before we start, it will be useful to review what we mean by the term “virtual team.” For our purposes we will be defining a virtual team as any team that has members that are not colocated and relies on technology for communications.
There are a wide variety of virtual work arrangements and a variety of terms used to describe them. For example, some common terms include:
Our definition of virtual work covers all of these terms. It is also distance neutral, meaning that it applies equally to teams that are dispersed globally or regionally or even those working in the same cities but dispersed throughout different buildings. Our definition also applies whether virtual employees work full time or part time.
The challenges facing managers arise as soon as some team members are not colocated and have to rely on technology to communicate and coordinate work. Greater distances between employees can complicate challenges (e.g. time zone coordination), but the core challenges of managing virtual teams are the same whether those workers are merely located in different buildings in the same city or in different buildings on different continents.
Working on your own, take five minutes to figure out what kind of virtual team you lead.
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
Benefits to the organization |
Benefits to employees |
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Operational continuity in disaster situations that prevent employees from coming into the office. |
Cost savings: Employees who WFH half the time can save $2,500 to $4,000 per year (Global Workplace Analytics, 2021). |
Cost savings: Organizations save ~$11,000 annually per employee working from home half the time (Global Workplace Analytics, 2021). |
Time savings: Employees who WFH half the time save on average 11 workdays per year (Global Workplace Analytics, 2021). |
Increased attraction: 71% of employees would likely choose one employer over another based on WFH offerings (Owl Labs, 2021). |
Improved wellbeing: 83% employees agree that WFH would make them happier. 80% agree that WFH would decrease their stress. 81% agree that WFH would improve their ability to manage their work-life balance. (Owl Labs, 2021) |
Increased retention: 74% of employees would be less likely to leave their employer if they could WFH (Owl Labs, 2021). |
Increased flexibility: 32% of employees rated the “ability to have a flexible schedule” as the biggest benefit of WFH (OWL Labs, 2021). |
Increased productivity: 50% of employees report they would maintain or increase their productivity while working from home (Glassdoor Team, 2020). |
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Increased engagement: Offsite employees tend to have higher overall engagement than onsite employees (McLean & Company Engagement Survey, 2020). |
Remote work arrangements are becoming more and more common, and for good reason: there are a lot of benefits to the organization – and to employees.
Perhaps one of the most common reasons for opting for remote-work arrangements is the potential cost savings. One study found that organizations could save about $11,000 per employee working from home half the time (Global Workplace Analytics, 2021).
In addition, supporting remote-work arrangements can attract employees. One study found that 71% of employees would likely choose one employer over another based on WFH offerings (Owl Labs, 2019).
There are also improvements to productivity. Fifty percent of employees report they would maintain or increase their productivity while working from home (Glassdoor Team, 2020).
Remote work also has benefits to employees.
As with organizations, employees also benefit financially from remote work arrangements, saving between $2,500 and $4,000 and on average 11 working days while working from home half of the time.
Most employees agree that working from home makes them happier, reduces stress, and provides an improved work-life balance through increased flexibility.
Many of these barriers can be addressed by changing traditional mindsets and finding alternative ways of working, but the traditional approach to work is so entrenched that it has been hard to make the shift.
Many organizations are still grappling with the challenges of remote work. Some are just perceived challenges, while others are quite real.
Limited innovation and a lack of informal interaction are a potential consequence of failing to properly adapt to the remote-work environment.
Leaders also face challenges with remote work. Losing in-person supervision has led to the lack of trust and a perceived drop in productivity.
A study conducted 2021 asked remote workers to identify their biggest struggle with working remotely. The top three struggles remote workers report facing are unplugging after work, loneliness, and collaborating and/or communicating.
Seeing the struggles remote workers identify is a good reminder that these employees have a unique set of challenges. They need their managers to help them set boundaries around their work; create feelings of connectedness to the organization, culture, and team; and be expert communicators.
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
Laying the foundations for a virtual team
Inform |
Interact | Involve |
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↓ Down |
Connect |
↑ Up |
Tell employees the whys |
Get to know employees |
Solicit input from employees |
Effectively managing a virtual team really comes down to adopting management approaches that will engage virtual employees.
Managing a virtual team does not actually require a new management style. The basics of effective management are the same in both colocated and virtual teams; however, the emphasis on certain behaviors and actions we take often differs. Managing a virtual team requires much more thoughtfulness and planning in our everyday interactions with our teams as we cannot rely on the relative ease of face-to-face interactions available to colocated teams.
The 3i’s Engaging Management Model is useful when interacting with all employees and provides a handy framework for more planful interactions with virtual employees.
Think of your management responsibilities in these three buckets – they are the most important components of being an effective manager. We’re first going to look at inform and involve before moving on to interact.
Inform: Relay information down from senior management and leaders to employees. Communicate the rationale behind decisions and priorities, and always explain how they will directly affect employees.
Why is this important? According to McLean & Company’s Engagement Survey data, employees who say their managers keep them well informed about decisions that affect them are 3.4 times more likely to be engaged (Source: McLean & Company, 2020; N=77,363). Your first reaction to this might be “I already do this,” which may very well be the case. Keep in mind, though, we sometimes tend to communicate on a “need-to-know basis,” especially when we are stressed or short on time. Engaging employees takes more. Always focus on explaining the “why?” or the rationale behind business decisions.
It might seem like this domain should be the least affected, since important company announcements probably continue in a remote environment. But remember that information like that also flows informally. And even in formal settings, there are question-and-answer opportunities. Or maybe your employee might come to your office to ask for more details. Virtual team members can’t gather around the watercooler. They don’t have the same opportunities to hear information in passing as people who are colocated do, so managers need to make a concerted effort to share information with virtual team members in a clear and timely way.
Swinging over to the other end, we have involve: Involve your employees. Solicit information and feedback from employees and collaborate with them.
However, it’s not enough to just solicit their feedback and input; you also need to act on it.
Make sure you involve your employees in a meaningful way. Such collaboration makes employees feel like a valued part of the team. Not to mention that they often have information and perspectives that can help make your decisions stronger!
Employees who say their department leaders act on feedback from them are 3.9 times more likely to be engaged than those whose leaders don’t. (Source: McLean & Company, 2020; N=59,779). That is a huge difference!
Keeping virtual employees engaged and feeling connected and committed to the organization requires planful and regular application of the 3i’s model.
Finally, Interact: Connect with employees on a personal level; get to know them and understand who they are on a personal and professional level.
Why? Well, over and above the fact that it can be rewarding for you to build stronger relationships with your team, our data shows that human connection makes a significant difference with employees. Employees who believe their managers care about them as a person are 3.8 times more likely to be engaged than those who do not (Source: McLean & Company, 2017; N=70,927).
And you might find that in a remote environment, this is the area that suffers the most, since a lot of these interactions tend to be unscripted, unscheduled, and face to face.
Typically, if we weren’t in the midst of a pandemic, we’d emphasize the importance of allocating some budget to travel and get some face-to-face time with your staff. Meeting and interacting with team members face to face is crucial to building trusting relationships, and ultimately, an effective team, so given the context of our current circumstances, we recommend the use of video when interacting with your employees who are remote.
Relay information down from senior management to employees.
Ensure they’ve seen and understand any organization-wide communication.
Share any updates in a timely manner.
Connect with employees on a personal level.
Ask how they’re doing with the new work arrangement.
Express empathy for challenges (sick family member, COVID-19 diagnosis, etc.).
Ask how you can support them.
Schedule informal virtual coffee breaks a couple of times a week and talk about non-work topics.
Get information from employees and collaborate with them.
Invite their input (e.g. have a “winning remotely” brainstorming session).
Escalate any challenges you can’t address to your VP.
Give them as much autonomy over their work as possible – don’t micromanage.
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
Clear expectations are important in any environment, remote or not. But it is much harder to do in a remote environment. The barrier to seeking clarification is so much higher (For example, email vs. catching someone in hallway, or you can’t notice that a colleague is struggling without them asking).
Communication – This is one area where the importance actually changes in a remote context. We’ve been talking about a lot of practices that are the same in importance whether you’re in an office or remote, and maybe you just enact them differently. But clarity around communication processes is actually tremendously more important in a remote environment.
Suggested best practices: Hold daily team check-ins and hold separate individual check-ins. Increase frequency of these.
With organizational expectations set, we need to establish team expectations around how we collaborate and communicate.
Today there is no lack of technology available to support our virtual communication. We can use the phone, conference calls, videoconferencing, Skype, instant messaging, [insert organization-specific technological tools.], etc.
However, it is important to have a common understanding of which tools are most appropriate when and for what.
What are some of the communication channel techniques you’ve found useful in your informal interactions with employees or that you’ve seen work well between employees?
[Have participants share any technological tools they find useful and why.]
Whenever we interact, we make the following kinds of social exchanges. We exchange:
We need to make sure that these exchanges are happening as each team member intends. To do this, we have to be sensitive to what information is being conveyed, what emotions are involved in the interaction, and how we are motivating each other to act through the interaction. Every interaction will have intended and unintended effects on others. No one can pay attention to all of these aspects of communication all the time, but if we develop habits that are conducive to successful exchanges in all three areas, we can become more effective.
In addition to being mindful of the exchange in our communication, as managers it is critical to build trusting relationships and rapport with employees as we saw in the 3i's model. However, in virtual teams we cannot rely on running into someone in the kitchen or hallway to have an informal conversation. We need to be thoughtful and deliberate in our interactions with employees. We need to find alternative ways to build these relationships with and between employees that are both easy and accepted by ourselves and employees. Because of that, it is important to set communication norms and really understand each other’s preferences. For example:
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
Section 2.1
Balancing wellbeing and performance in a virtual team context
44% of employees reported declined mental wellbeing since the start of the pandemic.
"If one of our colleagues were to fall, break their leg, and get a cast, colleagues would probably rally around that person signing their cast. But, really, we don’t view the health of our brain the same as we do the health of our body."
– Centre for Addiction and Mental Health (CAMH) Employee
Despite being over two years into the pandemic, we are still seeing its effect on the physical and mental health of employees.
The mental health aspect has been often overlooked by organizations, but in order to have a safe, happy, and productive team, you need to give mental health the same level of focus as physical heath. This requires a change in mindset in order for you as a leader to support your team's mental wellbeing during the pandemic and beyond.
Employees report increasingly high levels of stress from the onset of COVID-19, stating that it has been the most stressful time in their careers.
(Qualtrics, 2020)
Similarly, employees’ anxiety levels have peaked because of the pandemic and the uncertainty it brings.
(Qualtrics, 2020)
The stress and uncertainty about the future caused by the pandemic and its fallout are posing the biggest challenges to employees.
Organizations shutting down operations, moving to fully remote, or requiring some of their employees to be on site based on the current situation causes a lot of anxiety as employees are not able to plan for what is coming next.
Adding in the loss of social networks and in-person interactions exacerbates the problem employees are facing. As leaders, it is your job to understand and mitigate these challenges wherever possible.
New Barriers |
Old Barriers |
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Organizational barriers to mental wellbeing are sadly not new. Workloads, stigma around mental health, lack of sick days, and limits to benefits for mental health supports were challenges before the pandemic. Adding in the new barriers can very easily result in a tipping point for many employees who are simply not equipped to deal with or supported in dealing with the added burden of remote work in a post-pandemic world.
To provide the needed support to your employees, it’s important to be mindful of the key considerations.
The physical body; ensuring a person has the freedom, opportunities, and resources needed to sustainably maintain bodily health.
The psychological ability to cope with information, emotions, desires, and stressors (e.g. change, threats, etc.) in a healthy and balanced way. Essential for day-to-day living and functioning.
The state of personal and professional relationships, including personal and community engagement. The capability for genuine, authentic, and mutually affirming interactions with others.
The state of a person’s finances; ensuring that a person feels capable to handle their financial situation and behaviors. The ability to live productively without the weight of financial stress.
As a manager, you need to be mindful of all of these. Create an atmosphere where people are able to come to you for help if they are struggling in one of these areas. For example, some people might be more comfortable raising physical safety or comfort concerns (personal protective equipment, ergonomics) than concerns about mental health. Or they might feel like their feelings of loneliness are not appropriate to bring into their professional life.
Wellbeing is a delicate subject, and most of the time, people are reluctant to talk about it. It requires vulnerability. And here’s the thing about it: Your staff will not drive a change in your team around making these topics more acceptable. It has to be the manager. You have to be the one to not just tell but show them that it’s OK to talk about this
As a leader, your focus should be on encouraging the right behaviors on your team and in yourself.
Show empathy; allowing room for emotion and showing you are willing and able to listen goes a long way to establishing trust.
A growth mindset applies to resilience too. A person with a growth mindset is more likely to believe that even though they’re struggling now, they will get through it.
Infuse fun – schedule social check-ins. This is not wasted time, or time off work – it is an integral part of the workday. We have less of it now organically, so you must bring it back deliberately. Remember that theme? We are deliberately reinfusing important organic elements into the workday.
The last item, empowerment, is interesting – being clear on accountability. Have clear performance expectations. It might sound like telling people what to do would be disempowering, but it’s the opposite. By clarifying the goals of what they need to achieve, you empower them to invent their own “how,” because you and they are both sure they will arrive at the place that you agreed on. We will talk more about this in performance management.
Emphasize the importance of wellbeing with what you do. If you do not model self-care behavior, people will follow what you do, not what you say.
Lead by example – Live the behaviors you want to see in your employees. If you show confidence, positivity, and resiliency, it will filter down to your team.
Encourage open communication – Have regular meetings where your team is able to set the agenda, or allow one-on-ones to be guided by the employee. Make sure these are scheduled and keep them a priority.
Acknowledge the situation – Pretending things are normal doesn’t help the situation. Talk about the stress that the team is facing and express confidence that you will get through it together.
Promote wellbeing – Take time off, don’t work when you’re sick, and you will be better able to support your team!
Reduce stigma – Call it out when you see it and be sure to remind people of and provide access to any supports that the organization has.
Going back to the idea of a growth mindset – this may be uncomfortable for you as a manager. So here’s a step-by-step guide that over time you can morph into your own style.
With your team – be prepared to share first and to show it is OK to be vulnerable and address wellbeing seriously.
As a leader, it is important to be on the lookout for warning signs of burnout and know when to step in and direct individuals to professional help.
Poor work performance – They struggle to maintain work performance, even after you’ve worked with them to create coping strategies.
Overwhelmed – They repeatedly tell you that they feel overwhelmed, very stressed, or physically unwell.
Frequent personal disclosure – They want to discuss their personal struggles at length on a regular basis.
Trouble sleeping and focusing – They tell you that they are not sleeping properly and are unable to focus on work.
Frequent time off – They feel the need to take time off more frequently.
Strained relationships – They have difficulty communicating effectively with coworkers; relationships are strained.
Substance abuse – They show signs of substance abuse (e.g. drunk/high while working, social media posts about drinking during the day).
Keeping an eye out for these signs and being able to step in before they become unmanageable can mean the difference between keeping and losing an employee experiencing burnout.
If you’ve got managers under you, be mindful of their unique stressors. Don’t forget to check in with them, too.
If you are a manager, remember to take care of yourself and check in with your own manager about your own wellbeing.
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
A survey indicated that, overall, remote employees showed less satisfaction with manager interactions compared to other non-remote employees.
In many cases, we have put people into virtual roles because they are self-directed and self-motivated workers who can thrive with the kind of autonomy and flexibility that comes with virtual work. As managers, we should expect many of these workers to be proactively interested in how they are performing and in developing their careers.
It would be a mistake to take a hands-off approach when managing virtual workers. A recent survey indicated that, overall, remote employees showed less satisfaction with manager interactions compared to other non-remote employees. It was also one of the aspects of their work experience they were least satisfied with overall (Gallup, State of the American Workplace, 2017). Simply put, virtual employees are craving more meaningful conversations with their managers.
While conversations about performance and development are important for all employees (virtual or non-virtual), managers of remote teams can have a significant positive impact on their virtual employees’ experience and engagement at work by making efforts to improve their involvement and support in these areas.
During this module we will work together to identify ways that each of us can improve how we manage the performance of our virtual employees. At the end of the module everyone will create an action plan that they can put in place with their own teams. In the next module, we go through a similar set of activities to create an action plan for our interactions with employees about their development.
[Include a visualization of your existing performance management process in the slide. Walk the participants through the process to remind them of what is expected. While the managers participating in the training should know this, there may be different understandings of it, or it might just be the case that it’s been a while since people looked at the official process. The intention here is merely to ensure everyone is on the same page for the purposes of the activities that follow.]
Now that we’ve reviewed performance management at a high level, let’s dive into what is currently happening with the performance management of virtual teams.
I know that you have some fairly extensive material at your organization around how to manage performance. This is fantastic. And we’re going to focus mainly on how things change in a virtual context.
When measuring progress, how do you as a manager make sure that you are comfortable not seeing your team physically at their desks? This is the biggest challenge for remote managers.
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
When assisting your employees with their goals, think about the organization’s overall mission and goals to help you determine team and individual goals.
Sometimes it’s difficult to get employees thinking about goals and they need assistance from managers. It’s also important to be clear on team goals to help guide employees in setting individual ones.
The basic idea is to show people how their individual day-to-day work contributes to the overall success of the organization. It gives them a sense of purpose and a rationale, which translates to motivation. And also helps them problem solve with more autonomy.
You’re giving people a sense of the importance of their own contribution.
Tailor performance goals to address any root causes of poor performance.
For example:
Focus on results: Be flexible about how and when work gets done, as long as team members are hitting their targets.
Encourage your team members to unplug: If they’re sending you emails late at night and they haven’t made an alternate work hours agreement with you, encourage them to take time away from work.
How well tasks are accomplished
Related to specific employee actions, skills, or attitudes
How much work gets done
Holistic measures demonstrate all the components required for optimal performance. This is the biggest driver in having comfort as a manager of a remote team and avoiding micromanagement. Typically these are set at the organizational level. You may need to adjust for individual roles, etc.
Metrics come in different types. One way to ensure your metrics capture the full picture is to use a mix of different kinds of metrics.
Some metrics are quantitative: they describe quantifiable or numerical aspects of the goal. This includes timeliness. On the other hand, qualitative metrics have to do with the final outcome or product. And behavioral metrics have to do with employees' actions, skills, or attitudes. Using different kinds of metrics together helps you set holistic measures, which capture all the components of optimal performance toward your goal and prevent gaming the system.
Let's take an example:
A courier might have an objective to do a good job delivering packages. An example of a quantitative measure might be that the courier is required to deliver X number of packages per day on time. The accompanying metrics would be the number of packages delivered per day and the ratio of packages delivered on time vs. late.
Can you see a problem if we use only these quantitative measures to evaluate the courier's performance?
Wait to see if anyone volunteers an answer. Discuss suggestions.
That's right, if the courier's only goal is to deliver more packages, they might start to rush, may ruin the packages, and may offer poor customer service. We can help to guard against this by implementing qualitative and behavioral measures as well. For example, a qualitative measure might be that the courier is required to deliver the packages in mint condition. And the metric would be the number of customer complaints about damaged packages or ratings on a satisfaction survey related to package condition.
For the behavioral aspect, the courier might be required to provide customer-centric service with a positive attitude. The metrics could be ratings on customer satisfaction surveys related to the courier's demeanor or observations by the manager.
It’s crucial to acknowledge that an employee might have an “off week” or need time to balance work and life – things that can be addressed with performance management (PM) techniques. Managers should move into the process for performance improvement when:
Always use video calls instead of phone calls when possible so that you don’t lose physical cues and body language.
Adding HR/your leader to a meeting invite about performance may cause undue stress. Think through who needs to participate and whether they need to be included in the invite itself.
Ensure there are no misunderstandings by setting context for each discussion and having the employee reiterate the takeaways back to you.
Don’t assume the intent behind the behavior(s) being discussed. Instead, just focus on the behavior itself.
Be sure to adhere to any relevant HR policies and support systems. Working with HR throughout the process will ensure none are overlooked.
There are a few best practices you should follow when having performance conversations:
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
As we have seen, our virtual employees crave more meaningful interactions with their managers. In addition to performance conversations, managers should also be having regular discussions with their employees about their employee development plans. One key component of these discussions is career planning. Whether you are thinking shorter term – how to become better at their current role – or longer term – how to advance beyond their current role – discussions about employee development are a great way to engage employees. Employees are ultimately responsible for creating and executing their own development plans, but managers are responsible for making sure that employees have thought through these plans and helping employees identify opportunities for executing those plans.
To help us think about our own employee development practices, identify challenges they pose when working with virtual employees, and create solutions to these challenges, it is useful to think about employee development opportunities according to three types:
According to McLean & Company, organizations should use the “70-20-10” rule as a rough guideline when working with employees to create their development plans: 10% of the plan should be dedicated to formal training opportunities, 20% to relational learning, and 70% to experiential learning. Managers should work with employees to identify their performance and career goals, ensure that their development plans are aligned with these goals, and include an appropriate mixture of all three kinds of development opportunities.
To help identify challenges and solutions, think about how virtual work arrangements will impact the employee’s ability to leverage each type of opportunity at our organization.
Here are some examples that can help us start thinking about the kinds of challenges virtual employees on our team face:
Now that we have considered some general examples of challenges and solutions, let’s look at our own employee development practices and think about the practical steps we can take as managers to improve employee development for our virtual employees.
[Customize this slide according to your organization’s own policies and processes for employee development. Provide useful images that outline this on the slide, and in these notes describe the processes/policies that are in place. Note: In some cases policies or processes may not be designed with virtual employees or virtual teams in mind. That is okay for the purposes of this training module. In the following activities participants will discuss how they apply these policies and processes with their virtual teams. If your organization is interested in adapting its policies/processes to better support virtual workers, it may be useful to record those conversations to supplement existing policies later.]
Now that we have considered some general examples of challenges and solutions, let’s look at our own employee development practices and think about the practical steps we can take as managers to improve employee development for our virtual employees.
Download the Workbook: Equip Managers to Effectively Manage Virtual Teams
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First, let’s take a moment to summarize the key things we have learned today:
Is there anything that anyone has learned that is not on this list and that they would like to share with the group?
Finally, were there any challenges identified today that were not addressed?
[Note to facilitator: Take note of any challenges not addressed and commit to getting back to the participants with some suggested solutions.]
Train managers to navigate the interpersonal challenges associated with change management and develop their communication and leadership skills. Upload this LMS module into your learning management system to enable online training.
Management skills training is needed, but organizations are struggling to provide training that makes a long-term difference in the skills managers use in their day to day.
Many training programs are ineffective because they offer the wrong content, deliver it in a way that is not memorable, and are not aligned with the IT department’s business objectives.
Assess and improve remote work performance with our ready-to-use tools.
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Anonymous CAMH Employee