Here are some key recommendations:
Remote working does not mean people are sent home to fend for themselves. The most effective programmes have clearly structured communication channels and schedules. For example, team meetings might be scheduled weekly or fortnightly. Generally one-to-ones with managers may be monthly or quarterly. But with those who are new to remote work, more regular check-ins and conversations may be helpful.
Ensure good performance management
Most people work more effectively when they have clear deliverables, guidelines and timeframes. This can be more challenging for managers when people are working remotely, but effective performance management will make all the difference.
Keep information timely, consistent and honest
When there is important information or new policies that need to be communicated with all staff, make sure it is shared in a direct and timely way. Avoid trickling out information, or teasing employees with an expected announcement.
Ensure everyone has equal access to information
People don’t like feeling ‘out of the loop’ and even when it is possible to work remotely, some people miss the conversation, the insight or just the chat that is part of an office environment.
Reach out to people from other organisations
Many people in HR have a diverse network of connections from previous jobs, networking events, personal connections or social networking sites. It’s unusual for companies that are normally competing within the same sector to directly share best practices, but now is a good time to suspend or re-examine how we think about that competition.
Click here to access the full article on PeopleManagement.co.uk