Canadian HR Reporter

CANADIAN HR REPORTER CANADIAN HR REPORTER May 5, 2014 May 5, 2014 FEATUR FEATURES 15 EMPLOYEE ENGAGEMENT Engaging the remote worker Recruitment, communication, performance management all part of strategy when it comes to engaging virtual employees By Maysa Hawwash A s Canadian cities struggle to keep up with ever-in- creasing traffi c conges- tion and growing demands on infrastructure, employers are responding by off ering employ- ees a less-stressful alternative that cuts back on commuting — fl exible work arrangements. The benefits of telecommuting range from the obvious — in- creased time to spend working, lower stress levels and transpor- tation costs — to benefi ts not of- ten considered, such as improved productivity, lower absenteeism, lower corporate real estate costs, child-care savings and a smaller carbon footprint. But telecommuting is no easy task, and employee engagement is a particular challenge. Engaging these virtual employees should be part of a broader strategy support- ed by top executives. Consider the following areas: Recruitment If a company off ers and encour- ages telecommuting, hiring em- ployees with the right core com- petencies is critical to ensure they have the fl exibility and autonomy required to be successful. The same applies when hiring virtual leaders since they need to engage their teams without regularly connecting with them on a face- to-face basis. Using personality assessments in the hiring process allows employers to defi ne core com- petencies and measure fi t while, most importantly, understand- ing the developmental needs and creating meaningful development programs. Communications gap A lack of communication is often seen as a top contributor to poor employee engagement. Eff ective communication is even more critical when dealing with virtual employees. ey tend to require shorter, more frequent communi- cation and faster turnaround. Leaders need to keep virtual employees updated on company news and fi nd ways to recreate those small, informal interactions that often happen in the hallways or the cafeteria. Special attention should be paid to providing virtual employ- ees with quick answers to their questions so they can stay fo- cused on their work and maintain momentum. Being physically separated from the offi ce and their colleagues, vir- tual employees can become less motivated and more frustrated if they are not provided with the timely information they need to complete tasks and projects. Performance management When it comes to remote employ- ees, the management focus should defi nitely be on results versus ac- tivities. It is also important to set performance goals in collabora- tion with remote employees. Feedback on their performance should be provided frequently and as part of a continuous process to maintain a strong connection. And recognition for good perfor- mance should also occur often, using different media such as emails or phone calls. Team Although virtual employees en- joy a certain level of autonomy, being part of a team and con- tributing to the broader group is an engagement driver. Consider implementing virtual meetings and events where employees are given an opportunity to learn more about their peers and inter- act with each other. Online gamifi cation is a great tool for increasing employee engagement, giving remote em- ployees an opportunity to inter- act with teammates and other employees. Social networking and online forums can also help boost a team atmosphere. Face-to-face interaction Relationships that are strength- ened through face-to-face inter- actions can promote eff ective vir- tual work. Leaders should make employee events and in-person meetings part of their engage- ment strategy. ese "real" interactions should be planned to ensure the right amount of exposure, with the right people, in order to facilitate relationship-building and create a greater sense of belonging. Avoiding burnout Special consideration should be given to helping virtual employ- ees avoid burnout. Burnout can occur for a number of reasons: confl icting time zones; diffi cul- ties drawing clear boundaries between work and personal life; a feeling of isolation from the com- pany and co-workers; and a lack of informal social conversations that occur over breaks in the tra- ditional workspace. Employee support programs such as EAPs (employee assis- tance programs) can also help remote employees manage work- life balance more eff ectively, with a range of services including counselling, time management strategies and subsidized fi tness programs. It is important to understand that virtual work is not for ev- ery employee or employer, and companies can't move to virtual work overnight. Addressing the engagement of remote employ- ees should be part and parcel of a broader employment branding and engagement strategy — com- panies can't rely on technology alone to achieve the higher pro- ductivity and savings expected from introducing virtual work. Most importantly, leaders should know their employees well and on a personal level in order to appreciate what is important to each individual and create a sup- portive and positive environment. Maysa Hawwash is national man- ager of talent management solutions at Drake International in Toronto. She can be reached at (416) 216-1067 or mhawwash@na.drakeintl.com. This practical text will help you prepare for mediations by providing you with best practices, strategies, checklists and precedents. Learn what works and what doesn't work with practical insight from case studies. 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Price subject to change without notice and subject to applicable taxes. Credit: jorgen mcleman/Shutterstock.com Leaders need to keep virtual employees updated on company news and recreate those small, informal interactions that often happen in hallways or the cafeteria.

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