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Management of Remote Workers_Best Practice principles and processes

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Management of Remote Workers_Best Practice principles and processes_presented by Dr Charles Cotter

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Management of Remote Workers_Best Practice principles and processes

  1. 1. REMOTE MANAGEMENT ONLINE LEARNING PROGRAMME CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter ESWATINI 23 MARCH 2021
  2. 2. SCOPE OF TRAINING • INTRODUCTION AND CONTEXTUALIZATION • STUDY UNIT 1: CRITICAL SUCCESS FACTORS, CHALLLENGES AND CONSTRAINTS OF REMOTE WORKING • STUDY UNIT 2: COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS • STUDY UNIT 3: REMOTE COMMUNICATION BEST PRACTICE
  3. 3. SCOPE OF TRAINING • STUDY UNIT 4: PRODUCTIVITY IMPROVEMENT AND MOTIVATION FOR REMOTE WORKERS • STUDY UNIT 5: EMPLOYEE ENGAGEMENT OF REMOTE WORKERS • STUDY UNIT 6: PERFORMANCE MANAGEMENT OF REMOTE WORKERS • SUMMARY AND CONCLUSION
  4. 4. ONLINE LEARNING PROGRAMME SCHEDULE ❑Session 1: 8.30 – 10.30 ❑Tea-break: 10.30 – 10.45 ❑Session 2: 10.45 – 12.45 ❑Lunch-break: 12.45 – 13.30 ❑Session 3: 13.30 – 16.00
  5. 5. AGREE OR DISAGREE? WHY?
  6. 6. STUDY UNIT 1: CRITICAL SUCCESS FACTORS, CHALLLENGES AND CONSTRAINTS OF REMOTE WORKING
  7. 7. SCOPE OF WORK (S/U 1) • Refer to pages 8 - 19 in the Learner Manual • Refer to Learning Activity 1 (page 19 in the Learner Manual)
  8. 8. CRITICAL SUCCESS FACTORS FOR REMOTE WORKING (COTTER, 2021) • https://www.surveymonkey.com/r/Y5XQG3T • #1: Conducive and supportive organizational culture and value system, so that remote working can flourish • #2: Appropriate HRM and remote work strategy and objectives, aligned with company business strategy • #3: Flexible and enabling organizational structures • #4: Compliant HRM Governance framework (HRM, remote employment and related policies) • #5: Appropriate, collaborative and supportive HRM and employment practices
  9. 9. CRITICAL SUCCESS FACTORS FOR REMOTE WORKING (COTTER, 2021) • #6: Efficient work processes and digital systems, supportive of remote working • #7: Stable and reliable technological platforms and tools and internet connectivity to promote effective remote work, meetings and communication. • #8: Relevant leadership competencies and remote working skills • #9: Supportive and engaging management and cohesive remote team members • #10: Sufficient performance, productivity and remote employee well-being monitoring and evaluation tools and control processes. • https://www.surveymonkey.com/r/Y5XQG3T
  10. 10. AGREE OR DISAGREE? WHY?
  11. 11. THE 6 BIGGEST REMOTE WORK CHALLENGES (AND HOW TO OVERCOME THEM) • #1: Working too much ❑ How to avoid over-working ❑ How to make sure you get the most important work done ❑ How to deal with interruptions at home • #2: How to not feel isolated when working from home • #3: Communication issues and being out of the loop • #4: Time zone differences • #5: Technology hiccups • #6: Bad health habits
  12. 12. LEARNING ACTIVITY 1 • 1.1 Critically evaluate Mbabane Municipality’s current remote working practices against the critical success factors for remote working arrangements. Refer to the link: https://www.surveymonkey.com/r/Y5XQG3T Identify gaps and recommend improvement strategies. • 1.2 Explain your own challenges of working remotely at Mbabane Municipality. In order to become a more efficient organization, recommend improvement strategies to overcoming these identified challenges of remote working at Mbabane Municipality.
  13. 13. STUDY UNIT 2: COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS
  14. 14. SCOPE OF WORK (S/U 2) • Refer to pages 20 – 28 in the Learner Manual • Refer to Learning Activity 2 (page 28 in the Learner Manual)
  15. 15. TRAITS OF LEADERS WHO SUCCESSFULLY MANAGE REMOTE EMPLOYEES • Sympathy/Empathy • Communication • Accountability • Reach-ability/Availability • Flexibility
  16. 16. • Integrity • Agility and Passion • Personal Accountability • Self-Awareness and Grit • Self-Motivation • Drive and Collaboration • Independence
  17. 17. • Self-Management and Initiative • Communication • Discipline and Dedication • Time Management • Responsiveness • Personal Leadership
  18. 18. LEARNING ACTIVITY 2 • Group discussion: 2.1 By referring to the ATD framework, evaluate your leadership competency profile in the Mbabane Municipality remote working environment? Identify development gaps and recommend improvement strategies. 2.2 Discuss the traits of successful Mbabane Municipality employees in the remote working environment?
  19. 19. AGREE OR DISAGREE? WHY?
  20. 20. STUDY UNIT 3: REMOTE COMMUNICATION BEST PRACTICE
  21. 21. SCOPE OF WORK (S/U 3) • Refer to pages 29 – 35 in the Learner Manual • Refer to Learning Activity 3 (page 35 in the Learner Manual)
  22. 22. REMOTE WORKING COMMUNICATION • 4 ways to communicate with remote teams: ❑ Hold monthly virtual all-hands meetings ❑ Send monthly company newsletters ❑ Use a virtual collaboration workspace ❑ Hold weekly virtual team meetings • Remote communication tools • Navigating remote work communication challenges
  23. 23. NAVIGATING REMOTE WORK COMMUNICATION CHALLENGES • Every person has different preferences and needs for communication • When over communication turns into micromanagement • Communication can interrupt productivity flow • Difficulties with technology • Misunderstandings due to differences • Hybrid team communication gaps
  24. 24. LEARNING ACTIVITY 3 Group discussion: 3.1 Identify the five (5) foremost remote communication barriers at Mbabane Municipality. Recommend improvement strategies for these remote communication barriers.
  25. 25. STUDY UNIT 4: PRODUCTIVITY IMPROVEMENT AND MOTIVATION FOR REMOTE WORKERS
  26. 26. SCOPE OF WORK (S/U 4) • Refer to pages 36 - 48 in the Learner Manual • Refer to Learning Activity 4 (page 48 in the Learner Manual)
  27. 27. X4 STRATEGIES AND WORKERS’ TOOLKITS TO STAY PRODUCTIVE • Strategy 1: Create a safe and effective foundation for remote digital access • Strategy 2: Provide access to productivity, line of business applications, and communications/collaboration tools • Strategy 3: Develop remote working skills • Strategy 4: Cultivate a remote working culture and mindset
  28. 28. PRODUCTIVITY IMPROVEMENT STRATEGIES • Job design • Intra-preneurial incentives • Training and education • Incentives • Empowerment and participation • Devising reward systems
  29. 29. BENEFITS OF A MOTIVATED REMOTE TEAM • Quality performance • High levels of productivity (“a team member is a productive team member”) • High levels of commitment (to both the team and organization) • High levels of team cohesion
  30. 30. MOTIVATIONAL STRATEGIES • Set specific goals for employees • Goals should be realistic and attainable • Job must suit the employee’s personality • Respect and recognise individual differences • Provide immediate feedback to employees on their performance • Rewards should be individualistic • Link rewards to performance • Honour the principle of internal equity (i.e. fairness for all employees) • Motivational theories should be regarded as cultural bound
  31. 31. LEARNING ACTIVITY 4 • Group discussion: • 4.1 By referring to the L-A-D-I-O approach, develop productivity improvement strategies for your remote team at Mbabane Municipality, in respect of remote team structures, processes, systems, behaviour (culture) and resources. • 4.2 As a remote manager, develop motivational strategies to enable the self-actualization and maturity levels of Mbabane Municipality remote employees.
  32. 32. STUDY UNIT 5: EMPLOYEE ENGAGEMENT OF REMOTE WORKERS
  33. 33. SCOPE OF WORK (S/U 5) • Refer to pages 49 - 57 in the Learner Manual • Refer to Learning Activities 5 and 6 (pages 51 & 57 in the Learner Manual)
  34. 34. AGREE OR DISAGREE? WHY?
  35. 35. EMPLOYEE ENGAGEMENT STRATEGIES • Engagement with the job ❑Where employees are strongly engaged with the work they are actually doing, research shows that this produces high performance, high levels of support to the team and low levels of deviant behaviour. ❑While most engagement interventions seek to build organisational engagement, it might be better to look at interventions to make work more meaningful for employees and/or to work harder on the person/job fit. • Engagement with the organisation ❑Good practice in this area requires total buy-in and visible leadership and commitment for all levels of managers. ❑Many of the issues which directly impact on the engagement of employees reside with managers and their behaviour and treatment of employees. ❑HR practitioners’ roles are to diagnose, support and coach management on those issues and to review, redesign and implement HR specific programmes including learning and development, performance management and reward management.
  36. 36. REMOTE EMPLOYEE ENGAGEMENT CRITERIA (COTTER, 2019) • https://www.surveymonkey.com/r/YGNCM6X 1. Your organization’s remote employees have clarity regarding their respective roles/jobs and performance expectations; there is role/job optimization as well as perceived task/job identity and - significance. 2. Your organization’s remote employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 3. Your organization’s remote employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 4. There is collegial and harmonious working relationships amongst remote team members and peers at your organization. 5. Your organization’s remote employees have sufficient workplace resources, materials and equipment to perform their jobs satisfactorily and they have reasonable autonomy to plan/schedule daily tasks and to make routine decisions.
  37. 37. REMOTE EMPLOYEE ENGAGEMENT CRITERIA (COTTER, 2019) 6. Your organization’s remote employee opinions and inputs are valued by management and there is significant organizational platforms and opportunities for them to exercise their employee voice. 7. Your organization’s remote employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 8. There is a culture of performance excellence at your organization and the majority of remote employees are prepared to go the extra mile and are committed to sustaining high quality and performance standards. 9. Your organization has a conducive work environment, culture and climate that promotes a strengths-based leadership culture; offers work-life balance, remote employee well-being and fair remuneration and other employment practices and -policies. 10. Your organization has a significant training investment factor, advocates and employs talent management and -development strategies and there are ample opportunities for remote employees to learn and grow. https://www.surveymonkey.com/r/YGNCM6X
  38. 38. LEARNING ACTIVITY 5 • Individual Activity: • 5.1 Diagnose Mbabane Municipality’s current remote employee engagement levels against the ten (10) best practice criteria. Refer to the link: https://www.surveymonkey.com/r/YGNCM6X • Group Discussion: • 5.2 Identify gaps and recommend improvement strategies.
  39. 39. STRATEGIES
  40. 40. CIPD STRATEGIES (2013) • “Giving employees meaningful voice: facilitating upwards feedback, having respectful, adult to-adult conversations and responding to employee views • Effective communications that keep employees well informed and reinforce the organisation’s purpose • Role modelling: employees need to see that managers are committed to the organisation and uphold the values of employee engagement in how they act • Fair and just management processes for dealing with problems and supporting employee well- being.”
  41. 41. STRATEGIES TO ACCELERATE EMPLOYEE ENGAGEMENT • According to Gallup (2013), three (3) strategies to accelerate employee engagement are: ❖Select the Right People and Managers ❖Develop employees’ strengths ❖Enhance employees’ well-being
  42. 42. SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS • Through selecting the right managers and employees for any role, companies can strategically boost engagement. • Great managers have great talent for supporting, positioning, empowering, and engaging their staff. • A few key employees stand out for their ability to foster workplace engagement. They energize and influence others with their commitment to achieving organizational and team objectives. • Gallup developed the Engagement Creation Index (ECI) — an innovative tool designed to identify and measure the talent for engaging others — to help organizations transform their engagement dynamic by adjusting their hiring practices. ECI captures a candidate’s ability to act as a catalyst to build engaged work teams.
  43. 43. SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS • It is imperative for leaders to devise selection strategies with the goal of accelerating employee engagement. This starts with hiring and promoting managers based on objective selection criteria to ensure that companies hire/promote managers with the talent to lead and engage their workgroups. • With each new hire or promotion, employers have the opportunity to maximize employee engagement in the workplace. • People want to feel supported, have a sense of belonging, and understand the contribution they can make toward organizational goals. Making sure that they get these things from their interactions with managers and team members is key to driving their engagement.
  44. 44. STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT • Managers who focus on their employees’ strengths can practically eliminate active disengagement and double the average of U.S. workers who are engaged nationwide. • Building employees’ strengths is a far more effective approach than trying to improve weaknesses. • A strengths-based management approach is the best way to improve the employee - manager relationship. • Increased productivity: ❖Gallup’s data show that simply learning their strengths makes employees 7.8% more productive. ❖Teams that focus on strengths every day have 12.5% greater productivity.
  45. 45. STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT • Help employees align their greatest talents to the expectations and responsibilities of their roles. • Incorporate strengths into performance conversations and reviews and help employees set goals based on their strengths. • Focusing on strengths improves employees’ lives and the organization’s bottom line – facilitates a win-win situation
  46. 46. ENHANCE EMPLOYEES’ WELL-BEING • Great managers know that the whole person comes to work and that each employee’s well-being influences individual and organizational performance. • Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged or are actively disengaged. • Engaged and thriving employees are resilient and agile • Thriving employees have strong, progressive overall well-being; struggling employees have moderate or inconsistent overall well-being; and suffering employees have well-being that is at high risk. • Employees who are thriving in their lives overall are more than twice as likely as those who are struggling to be engaged in their jobs. • Employees with high well-being have lower healthcare costs
  47. 47. THE MANAGER’S ROLE IN IMPROVING EMPLOYEE ENGAGEMENT AND WELL-BEING • Make well-being an organizational strategy — much like other organizational outcomes • Communicate a commitment to well-being consistently in all of the programs the company offers. • Hold leaders accountable for well-being programs available to employees. • Consider how to embed activities to increase well-being in individual development plans and goals. • Set positive defaults for making healthy choices. ❖In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible. ❖Offer plenty of opportunities to join physical or social activities throughout the day.
  48. 48. BEST PRACTICE EMPLOYEE ENGAGEMENT • According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four (4) areas: ❖Strategy and Leadership Philosophy ❖Accountability and Performance ❖Communication and Knowledge Management ❖Development and on-going Learning Opportunities
  49. 49. ARMSTRONG’S EMPLOYEE ENGAGEMENT STRATEGIES ❑Leadership ❑The work environment ❑Job design ❑Opportunities for personal growth ❑Performance Management
  50. 50. TINYpulse (2018) STRATEGIES • Great managers fuel employee loyalty • Recognition is a matter of priority • Employees crave work-life balance • Culture eats compensation for breakfast • Growth opportunities are talent-magnets
  51. 51. MOST IMPACTFUL EMPLOYEE ENGAGEMENT DRIVERS (HARVARD BUSINESS REVIEW – 2014)
  52. 52. VIDEO CLIP • What Great Employee Engagement looks like? • https://www.youtube.com/watch?v=VA_z 5mvjeLc • Debriefing: Extract the lessons from this video clip
  53. 53. LEARNING ACTIVITY 6 • Group discussion: • 6.1 Critically review the various expert remote employee engagement strategies and extract those that you believe are most relevant to Mbabane Municipality, in the form of a Code of Best Practice.
  54. 54. STUDY UNIT 6: PERFORMANCE MANAGEMENT OF REMOTE WORKERS
  55. 55. SCOPE OF WORK (S/U 6) • Refer to pages 58 – 76 in the Learner Manual • Refer to Learning Activities 7 & 8 (pages 59-61 and 76 in the Learner Manual)
  56. 56. REMOTE PERFORMANCE MANAGEMENT BEST PRACTICES • https://www.surveymonkey.com/r/YHY8PHX • #1: The Remote Performance Management System (PMS) of your organization is directly linked to the strategic goals of the institution. • #2: The Remote PMS of your organization is (horizontally) integrated with the other HRM functions and also the core business processes (finance, customer & operations) of the institution. • #3: The Remote PMS of your organization is balanced in terms of focusing on improving both short-term outputs or results and also in the medium to long-term future i.e. future- proofing the business/operating model. • #4: The Remote PMS of your organization encourages full participation and wide engagement and extensive consultation, focused on measuring quality standards. • #5: The Remote PMS of your organization is user-friendly, simple and understandable for all users.
  57. 57. REMOTE PERFORMANCE MANAGEMENT BEST PRACTICES • #6: The Remote PMS of your organization adapts from only management performance expectations to management, customer and other (internal and external) stakeholder expectations and is agile and responsive to environmental change, global best practices and future trends. • #7: The PMS of your organization provides an opportunity to recognize remote performance excellence. • #8: The PMS of your organization is vigilant and efficient in identifying and correcting poor performance levels and under achievement of performance goals and standards by remote employees. • #9: The Remote PMS of your organization is line management-driven with active support and business partnering from the human resources department. • #10: The PMS is a continuous process that accurately identifies multi-level (individual, team and organizational) performance and skills gaps i.e. generates crowd-sourced (360-degree) performance intelligence and –analytics, which is effectively leveraged as a performance development and -improvement management tool for remote workers. • https://www.surveymonkey.com/r/YHY8PHX
  58. 58. LEARNING ACTIVITY 7 • 7.1 Individual diagnosis: • In your capacity as a remote manager, review and rate the efficiency and effectiveness of the current remote performance management process at Mbabane Municipality, measured against the above Best Practice criteria yardstick. Refer to the SurveyMonkey link for the online survey: https://www.surveymonkey.com/r/YHY8PHX • 7.2 Group discussion: • Identify gaps and recommend improvement strategies.
  59. 59. 10 CHARACTERISTICS OF HIGH PERFORMING REMOTE TEAMS (COTTER, 2020) • https://www.surveymonkey.com/r/YHNT6Y6 • 1. Creating a cohesive, mature and high performing (HIPO) team culture; • 2. Establishing team norms, values and constructive role allocation; • 3. Applying effective and innovative problem-solving processes and practices; • 4. Demonstrating effective decision-making practices and processes and actively promoting group consensus when engaging with key team decisions; • 5. Practicing collaborative communication, principles of constructive dialogue and critical conversations;
  60. 60. 10 CHARACTERISTICS OF HIGH PERFORMING REMOTE TEAMS (COTTER, 2020) • 6. Promoting diversity and inclusivity of all team members as team assets; • 7. Practicing functional. Constructive and amicable conflict resolution and -management processes; • 8. Enhancing team relationships, based on a foundation of trust, rapport and mutual respect; • 9. Promoting team competence, high degree of personal effectiveness and motivation; • 10. Promoting a high impact learning (HILO) team culture, generous knowledge sharing and skills transfer. • https://www.surveymonkey.com/r/YHNT6Y6
  61. 61. STAGES OF REMOTE TEAM DEVELOPMENT
  62. 62. PERFORMANCE EQUATION
  63. 63. CAUSES OF POOR PERFORMANCE • Skills/competence • Personal problems • Lack of resources • Organizational factors
  64. 64. PERFORMANCE MATRIX – APPLYING COTTER’S 4 C’s (2018) CAREER DEVELOPING COUNSELING CAPITALIZING COACHING
  65. 65. LEARNING ACTIVITY 8 • Group discussion: • 8.1 Identify the stage of your remote team’s maturity. Refer to the link: https://www.surveymonkey.com/r/YHNT6Y6 Describe the strategies to actualize to and/or sustain the most sophisticated stage, performing. • 8.2 By referring to the performance equation, compute your remote team’s PPS. Develop strategies to improve any of the deficient remote team variables. • 8.3 Apply Cotter’s (2018) 4 C’s performance management principles to the four (4) quadrants of the Performance Matrix. When focusing on the poor remote performers and under-achievers, formulate performance improvement strategies. When focusing on solid remote performers, define your managerial/leadership role as a career navigator to promote career fluidity and -longevity and with star performers, how to accelerate employment mobility and promote employee retention.
  66. 66. TRAINING EVALUATION • Refer to the link: • https://www.surveymonkey.com/r/YPN556H
  67. 67. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles- cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter

Management of Remote Workers_Best Practice principles and processes_presented by Dr Charles Cotter

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