Every week it seems as though I am reminding Remote Managers about the importance of praise and recognition for their Remote Workers. Praise and recognition is vital to the success of any remote work arrangement and probably one of the key elements to successful remote management. Put simply Praise and Recognition:

1. Affirms Employees of proper actions.
2. Keeps Employees connected to office culture.
3. Promotes a sense of team when done publicly.
4. Increases and employee’s productivity.
5. Engages employee in developing themselves professionally.

Done right, praise solves many of the issues that plague remote managers. With the proper use of praise employees feel they are still connected as part of the team and when done in a form that shows them off in front of office workers, can help break down the office vs. work-from-home tensions that sometimes arise.

For more tips/tricks email me directly.

Brandon Dempsey
1-888-878-4832
Brandon@SuiteCommute.com

The Wall Street Journal published an interesting article discussing new trends in mobile work: For-Profit Coworking facilities. This new trend highlights an essential point to Remote Work. It’s never all or nothing.

Working in public locations such as coffee shops, bookstores, and cafes has largely been the life for those who work for themselves. Choosing to eliminate the costs of real estate, the self-employed are largely turning to these spaces for a due to a lack of office amenities the biggest one being- meeting space. However, with more and more people turning to self-employment and more companies allowing Remote Work, demand is growing for a more professional atmosphere; one that gives privacy and has a few more amenities similar to an office. Similar to the government subsidized Telework Centers in Washington DC, private companies are now launching “Coworking” facilities that offer cubicles, desks, private offices, conference rooms, phones, copiers, and even coffee machines and water coolers!

This article shows that people need a balance when working remotely. Too many organizations see Remote Work as an all or nothing scenario where employees are either working in their office or they are working from home in their pajamas and don’t need any support from the company. Nothing could be farther from the truth, employees still need access to many of the functions that an office performs. For this reason SuiteCommute has always advocated Part-Time remote work.

With Part-Time remote work employees still maintain an office or share an office with someone at the company’s location (a situation often referred to as hotelling). The employees report to an office 1-2 days a week to conduct meetings or utilize the office equipment and work remotely the rest. This provides the best of both worlds and truly is the best scenario for remote workers. Just because someone is remote doesn’t mean they don’t ever need an office, they just don’t need it as much or all of the space.

When setting up your remote work program consider the office needs people may have.

1. Don’t assume that since the employees are working remotely that they won’t ever need an office. Make sure that conference rooms, cubicles, and office equipment can still be accessible if employees have been used to using it.
2. Make sure employees understand it is “OK” to come back into the office. Some employees are hesitant to come into the office when working remotely, because they fear it will show that they can’t work remotely. Employees need to understand that the a formal office is still available to them should they need it.
3. Analyze what equipment can be purchased cheaply for employees to have at their home. A $50 printer makes a lot more sense than having an employee come into the office every time they need to print something. Consider what function the employee performs and what equipment could be supplied to them.
4. Set up a scheduling mechanism for employees. Remote Workers need some way to inform office staff that they will be in the office or reserving conference rooms. Some sort of scheduling tool should be used.
5. Stay focused on results of your workers and not just the time the y spend in locations. It’s vital that managers focus on the results of their remote employees and not just the time they spend in any one place.

For more information on how to set up or improve your Telecommuting or Remote Work program please feel free to contact me directly.

Brandon Dempsey
1-888-878-4832
Brandon@SuiteCommute.com

For many organizations looking to allow telecommuting, one of the biggest hurdles they have to overcome is, “How do we decide who gets to telecommute and who doesn’t?” Unfortunately, many organizations leave this up to the individual manager because they know the employees the best, BUT that could be the biggest mistake of all!

Let me explain. When selecting telecommuters one shouldn’t start with WHO but with WHAT. What job functions are appropriate for telecommuting, what job tasks are appropriate, what performance criteria should be considered, what costs are going to be incurred and what responsibilities will be assumed? By starting with the “What” of telecommuting as opposed to the “Who”, makes it easier to build the Telecommuter requirements, as well as create an equal selection criteria that can prevent possible discrimination lawsuits.

Looking further into the “What” we can find three main sections:

1. Business Function: what business functions are appropriate- does the job require a lot of face to face time? Are there sensitive documents that should only be accessed on site? What other business units regularly depend on this business unit and in what context?
2. Job Responsibilities: what job responsibilities can be done remotely and what will need to be done on site? What resources need to be accessed and utilized to complete the work and can they be accessed remotely? Is there any special equipment or data sources that need to accessed? Are there any services that have to be covered such as internet or phone and who is going to pay for these services?
3. Performance standards: what are the performance and/or tenure standards that must be met to qualify for consideration and maintain the arrangement? What increases in performance are expected? What performance standards are going to be tracked and what is the employees’ responsibility in tracking these standards?

By looking at the what organizations provide managers with a solid selection tool for deciding who in a more subjective manner. This helps to curb employee “favoritism” and reduce the liability on the organization. Additionally, organizations can get a better sense of what needs to be included in their telecommuting policy (policies) and procedures.

If you would like more information on How to select the right people for Telecommuting please feel free to contact me directly:

Brandon Dempsey
1-888-878-4832
Brandon@SuiteCommute.com

One question/issue that I am constantly asked is ,”How to handle the conference call BEAST.” Now I say BEAST for a reason, because it truly is a beast…. Let me explain. When holding a conference, you are generally involving 3+ participants, however only 1 person can ever be truly heard. So how do you get input from multiple people, achieve a certain level of information sharing, keep participants engaged, come out with ACTIONABLE items, and end the call without requiring a new one??? For most people, you don’t. Time is spent asking, “Who just joined?” and when questions are asked, common responses of, “I’m sorry, could you repeat that,” or my absolute favorite, “Oops I had you on mute let me start over!”

With the proliferation of Remote Workers and Telecommuters, conference calls are becoming a constant part of our daily routine. Annoying-yes, productive-sometimes, and Improvable- YES continue reading.

1. Name an Organizer or Leader: Organizer/Leader hops on call 5 min early.
2. Email Goals: Organizer should send out notes for meeting at least 60min in advance with Specific METRIC goals. I can’t tell you how often people I talk to don’t know the goal of the call they are on. Even weekly update calls could get an email such as, “30 min Update call: Discuss New Business Activity of prior week- Each participant 5 min; Discuss upcoming projects- Each Participant 3 min.”
3. Keep a Tally: I always recommend that the leader of a conference call keep a pen and paper handy to write down all the names of people on the call and keep a tally of
   1. How many times People Talk
   2. What Questions they have
   3. Action Items for each person
4. Use people’s names First when asking questions or verifying information: By putting someone’s name first, you give them a heads up to pay attention to what you are saying. This helps speed up the response to the question or statement, keeps them engaged, and generally prevents you from having to repeat the statement.
5. Short After-action Email: A short email listed everyone’s names and action items should be sent to all participants to verify they understood what is required of them and others.

For more tips, tricks, or best practices on how to hold a great conference call. Please contact me directly.

Brandon Dempsey
SuiteCommute
Brandon@SuiteCommute.com
1-888-878-4832