By: Barbara Laidlaw
Three Things to Consider When Moving to a Remote Workforce
An increasing number of businesses in the United States and around the world have begun to seriously consider, and in some cases have already had to implement, continuity plans that involve employees working remotely. Regardless of how well prepared your business is in making this transition, there are steps you can take to ensure that the day-to-day activities of your company remain as undisrupted as possible.
Set Clear Expectations and Engage Regularly.
Once the decision has been made to direct your employees to work remotely, increased and effective communication between managers and their employees will be critical to keeping your business running and your employees confident. Make sure to set clear expectations with your team on how you will work together remotely on projects. One way to immediately bolster your internal communications is to require more frequent check-ins. If an employee usually provides a daily report or in-person meeting with their manager, increasing that to two or even three touchpoints can keep everyone on track without adding undue stress to the system. Putting a premium on video conferencing or internal communications programs like Slack or Microsoft Teams is an effective way to make productive remote work more feasible.
Along with circulating business-specific communications materials, companies should also provide their employees with up-to-date information regarding COVID-19, CDC and WHO guidelines and company policies. This will improve internal processes because it ensures everyone has access to the same materials. This will also serve to reassure a remote workforce during uncertain times.
Assess Your Current Internal Communication Strategy.
Your leadership team will also need to make changes in how they perform their day-to-day tasks. During a situation like this, leadership teams may need to communicate with each other, their direct reports and all employees more frequently. This can be done through company-wide emails, conference calls, newsletters or other forms of mass communication. Whatever the platform is for this communication, making sure that employees do not feel like they are in the dark or at risk is key. Leaders should also be aware that this type of sudden change will often times not go smoothly. Some employees will require different accommodations than others, such as technical assistance or special schedules. Working with your employees to develop a work from home plan that actually works for them will reduce disruptions in your business operations.
Identify Key Metrics to Track for Success.
Leadership teams are already reviewing and updating crisis plans that address an employee, a member of the leadership team or their family members testing positive for COVID-19. This will require increased communication between members of the leadership team and key stakeholders. Ideally, the C-Suite has already reviewed and put in place business continuity plans should an executive fall ill and will be planning messaging for both internal and external stakeholders. Financial impact is no less a consideration during a pandemic than protecting a company’s most important asset – their employees.
In order to ensure success, the leadership team as well as employees will need unfettered access to the tools they use daily in an office setting, including access to all internal databases, customer delivery systems and Human Resources tracking programs. It may be necessary initially to check performance by a group or single employee on a more frequent basis to be able to assess issues before they become ongoing problems. Regular utilization and performance check-ins must be maintained, and frequent customer and stakeholder check-ins will help measure productivity and ensure success.
There is still much we do not know about the extent of the spread of COVID-19, both in numbers and in timeline. The best practice any businesses’ leadership team can take is to ensure constant and clear communication from the top-down, create contingencies for identified risks and focus on maintaining as normal day-to-day as possible given the fluidity of this situation.
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Barbara Laidlaw brings 25 years of experience developing and running programs that help companies prepare, protect, and defend their brand reputation through global and national events, recalls, litigation, data breaches, regulatory issues and labor disputes.