Canadian HR Reporter

CANADIAN HR REPORTER CANADIAN HR REPORTER March 10, 2014 March 10, 2014 12 FEATURES FEATURES Register online: www.conferenceboard.ca/HRworkshops Conference Board's New HR Workshops . Effectively Managing Absenteeism Vancouver–March 11, 2014; Calgary–March 13, 2014; Toronto–April 10, 2014; Halifax–April 23, 2014 Human Resources Measurement and Scorecarding Calgary–March 19, 2014; Halifax–March 25, 2014; Mississauga–April 1, 2014 The workshops will focus on key topics that Human Resources leaders need to master to help drive productivity and organizational performance. You will have an opportunity to: • get personalized advice from experts that can assist in address- ing your organization's specific human resources challenges; • network with peers—share new approaches, insights, and challenges; • hear the latest Conference Board research. Workshop fee: $795 Seating is limited. Register early and secure your place. Questions? Contact: hreducation@conferenceboard.ca MANAGING/LEADERSHIP Leading the way — from outside the offi ce Making the case for executives and fl exible work options By David Potter I n the ongoing debate about fl exible work arrangements, the camp in favour of tele- work — or "workshifting" — has clearly taken the upper hand. The conversation is changing from whether companies should adopt workshifting to how they should do so — and just how much value it brings. But what about the leaders who are tasked with managing a team remotely? Is it appropriate for ex- ecutives to workshift? Like many employees, execu- tives at companies of all sizes are mobile by nature. Whether they're running a tech startup or a global manufacturing company, execu- tives are rarely chained to their desks. They're too busy meet- ing with their teams, customers, partners and suppliers. As a result, leaders are often the most avid adopters of mobile work. For more and more people, and executives in particular, work is no longer a place you go — it's a thing you do. And whether in the offi ce or out, executives are ex- pected to lead, delegate, motivate and supervise their teams. Maintaining a unifi ed, produc- tive corporate culture and team can be challenging when leaders work remotely, but those chal- lenges can be overcome by adopt- ing the following rules: Check in and give positive feedback: People who work from home can often feel unnoticed. Executives should schedule bi- weekly or monthly virtual meet- ings with each team member to discuss their projects and those items that are still in the pipeline. It's about giving positive feedback for work that's well done and re- assuring teams by recognizing the work they accomplish, even when you can't see them working. Don't miss out on water cooler talk: As a leader, it's important to instill confidence among em- ployees and promote a common vision. is can be a challenge at any organization and success often comes down to transpar- ency and communication. Even for teleworking executives, it's important to establish a regular cadence of communication both to stay current on projects but also to be human. Make sure to add time into meeting agendas for common chatter. Ask about people's weekends, families and interests. Allowing time for less formal, water cooler talk can help keep teams connected, invested and feeling valued. See and be seen: When they aren't physically with their teams at the offi ce, leaders must look for new ways to build trust and ef- fective relationships. Any facetime employees can have with execu- tives helps build morale and trust, making them feel like their work is being noticed. Whenever pos- sible, use video conferencing. Not only does it facilitate team bond- ing, it can also improve meeting productivity. Video allows people to make eye contact and helps ensure the individuals involved are on the same page. As anyone who's ever been the lone voice on a conference call to a boardroom full of people can attest, the ability to see and be seen dramatically changes the dynam- ic of the conversation. It reduces miscommunication and increases engagement. Stop spying, start collaborat- ing: Technological advancements were the catalyst for the work- shifting movement. To make the most of remote workers, man- agers have to use tools that keep their staff visible and accountable. Social collaboration tools, such as Podio and Google Docs, can provide a virtual environment for people working together with common goals. From an executive perspective, this provides a central place to del- egate and monitor the progress of projects and tasks without having to micromanage teams. Know when to go into the of- fi ce: ough workshifting off ers many benefits, there are occa- sions when it might not be in an organization's best interest. Lead- ers need to evaluate the changing needs of their business and adapt accordingly. Certain roles natu- rally lend themselves to fl exible work arrangements. But roles built around product manage- ment, marketing and sales all act as touchpoints for other teams and require a huge amount of per- sonal interaction, which can make working from home diffi cult. If an executive manages teams that re- quire a lot of hands-on guidance or interaction, it may be best to be in the same physical location. Organizations of all sizes are recognizing the benefi ts of work- shifting. A company reaps the re- wards of a highly mobile and agile business with increased produc- tivity and lower costs, while peo- ple have the fl exibility to choose the ideal time, place and device for their work. is is especially true for ex- ecutives. Technology is making it easier for them to manage pro- ductive teams wherever, when- ever. With the right tools, a home office or hotel room becomes just as productive as a corner suite — and unexpected meetings don't have to put an end to a long- planned vacation. By workshift- ing, executives can easily stay on top of a company's, and their own, best interests. David Potter is a Toronto-based marketing manager for Canada at software company Citrix. He can be reached at david.potter@citrix.com, @dlpotter or, for more information, visit www.gotomeeting.ca. For teleworking executives, it's important to establish a regular cadence of communication both to stay current on projects but also to be human. information in the hands of the organization if the individual is not chosen for the role. is is a possible consequence of small talk during the interview." HR's role: More than paperwork While relevance can be a compli- cating factor for a hiring manager, it's often the loudest reproach faced by the HR function: "HR doesn't know the business." is can sometimes be the case, says Codrington, especially when HR processes get in the way of signifi cant contributions to the organization. "When an HR department's only addition to the screening process is forms or requisition completion, then it is time to re- examine its role," he says. "HR has to fi nd ways appropri- ate to the organizations it serves to ensure organizations have a well-thought-out selection pro- cess where applicants are treated with respect and given a fair op- portunity to demonstrate their potential." So this represents an oppor- tunity for HR to be a strategic partner. " e biggest advancement an HR department can make is to fi nd ways to closely link their ac- tivities to the business and under- standing the business they sup- port," says Schmaltz. " e key part is that there is a good existing partnership be- tween HR (and the skills they bring) and the hiring manger who is looking for someone to fi ll important needs in their de- partment. Make sure you spend the time to talk about what their needs are, what they are hoping to fi nd, so that HR is also focusing on the same priorities as the hiring manager." HR can even take it one step further. "The human resources func- tion can add so much value to an organization. Ensuring they are part of and adding value to the re- cruitment process positions HR to contribute in other areas as well, like developing good assessment instruments, training for hiring managers and tailoring the on- boarding process to ensure suc- cessful candidates immerse well into their new organization," says Codrington. "In today's labour market, the value HR brings to all facets of people management — including candidate screening — is critical to the success of the organization." Erin Breden is a communications specialist at the BC Human Re- sources Management Association (BC HRMA) in Vancouver. She can be reached at (604) 694-6930, ebreden@ bchrma.org or visit www.bchrma.org for more information. Screening critical to success of organizations Screening critical to success of organizations HR'S ROLE < pg. 11 This represents an opportunity for HR to be a strategic partner.

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