| As we have written previously, formal Telework or Remote Work programs aid in attracting and retaining top talent. Most employers view this as converting current employees to becoming virtual employees. It is important to consider how to hire directly into virtual positions as outside candidates. Predetermining “how” this will work will create greater success for the employer, as well as, the employee. Outlining Qualifications and Expectations
When an employer is recruiting for a position, it is essential that the advertisement read that this is a virtual position and would be working out of a home office or remote environment. Qualified candidates must possess the core competencies to be able to function successfully in a virtual environment. Therefore, a job description should reflect that the position is 100% virtual in nature with the tasks outlined accordingly. The virtual job description should reflect these core competencies as well. If the virtual job description is in place, it will be beneficial in writing the job advertisement.
Job seekers should know up front that the position will be 100% virtual. Outlining the “home office” expectations is also essential. If a separate area in the house, with a locking door is required for the virtual position, then posting that detail will help in the process. If high speed internet access is required, it should be posted as such. There are rural areas that currently do not have high speed internet access. Accommodations can be made to overcome that. Providing an AirCard is something that can work as an alternative. Virtual environments do allow for flexibility and the tools necessary to successfully complete a job should be just as flexible.
If the company is going to supplement the cost of equipment, it should be reflective in the advertisement. If the employee is going to be required to provide their own equipment, supplies, etc., that should be outlined as well. Companies handle virtual environments very different. Employees need to understand what the potential virtual environment would be like for them. Conversely, the employer needs to have a plan for how it will handle the virtual employee from every aspect of their employment time.
On-Boarding
The on-boarding process should include a formal orientation the same as individuals in an office environment. If feasible, the employee should do a face-to-face orientation to put faces with names, etc. The office environment should not be an unknown to the new virtual employee. The on-boarding process should be enhanced to include virtual training, on-line forms, access to company data, etc. if an employee is not able to come into the office for a standard orientation. Webcams should be used and other devices to ensure the new virtual employee feels a part of team from the beginning. The new employee also needs to have a list of who to contact in the event of a problem, technology, questions, etc. Creating a robust on-boarding process will enhance the virtual experience and create greater retention rates. It will also create a sense of belonging to the employee which will more than likely increase their overall productivity.
Summary
Outline the process for hiring directly into virtual positions. Take into consideration the qualifications and expectations just as hiring into an office position. Ensure that the on-boarding process is comprehensive in nature and the new virtual employee has the tools necessary to be successful in their new position. This will ultimately create situations of higher productivity and enhanced retention. |
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1. Notify employees of your Pandemic Plan.
2. Require employees with laptops to take them home nightly.
3. Assess how much time all job functions can be performed remotely.
4. Set up requirements for offsite access.
5. Set up safety/security training for mobile equipped employees.
6. Review your HR policies to make sure they accommodate Remote Employees.
7. Assess communication servers to make sure they can support increased activity.
8. Have employees start practicing working remotely.
9. Assess limitations of employees when off site.
10. Create triggers for implementing remote work company wide.
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| The recent reports of H1N1 Swine Flu have sparked a lot of activity within organizations to assess their Telecommuting and Remote Work infrastructure. Additionally, employees who have traveled to infected regions or may have come in contact with infected persons, have been asked to work from home for up to 7 days. These current events highlight the need to have a solid Remote Work program in place that is capable of being implemented immediately. If you have employees working remotely now, consider these 3 action steps.1. Do they have access to the information, people, and resources they need to complete their job? If for instance their job includes reviewing information that has been mailed to them, is there someone in the office scanning the information and forwarding it along? Are the company’s internal servers capable of allowing secure access to vital information that these remote employees need to do their job?
2. Are the employees knowledgeable of your Remote Work policies in regard to safety, security, and compliance? For instance, if your employees are dealing with patients’ records do they have a home office with a door that can be shut, as required by HIPPA? Make sure to inform employees in how to handle, secure, transport, and destroy company confidential documentation and information. Consider having employees mail in documents that need to be destroyed and require all employees to secure their computer and company files in a locked cabinet each night.
3. How are employees connecting with their coworkers and managers back in the office? Often times when you have remote employees who do not normally work offsite, they can be forgotten about. Encourage coworkers and managers to remain in regular contact with Remote employees. This will not only help to ensure the remote employees remain working, but also ease coworkers and manager fears of losses in productivity. Regular communication solves many of the problems that are often under the surface with Remote Workers.
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