Over the past few months, organizations have had to figure out how to adapt to a remote work environment. Managers were faced with unique barriers to how things were usually done.
Over the past few months, organizations have had to figure out how to adapt to a remote work environment. Managers were faced with unique barriers to how things were usually done.
Communication: Communication is vital! You should communicate with your remote employees almost daily, and leave time in your interactions to talk about stuff besides work. Sometimes remote employees think that they shouldn't talk about anything besides work, they might feel the need to prove that they can do the job independently. However, sharing things about yourself and asking questions to get to know your employees as people is an important part of building a relationship. Especially if you do not see their faces regularly, it's easy to forget they're a whole person. When there's mutual trust built by sharing little things about yourself, you can start trusting with bigger things.
Trust your employees until they give you a reason not to trust them. If deadlines and expectations are being met, it doesn't matter whether the work was done in six hours or eight hours. Also, keep in mind that disruptions are more prevalent than ever these days.
Your work from home employees aren't working alone. Allow employees to use the flexibility inherent in remote work to their advantage. Be clear about your expectations, when things are due, and the result you expect. Check-in along the way to see if there are obstacles you can remove or questions you can answer, but get out of their way so they can do the work and get it done for you.
Feedback: It's not easier or harder to give difficult feedback remotely than it is in-person; you just have to use your tools in a different way. Whether you're giving praise or constructive criticism, being face to face is very important. Get the camera out for these conversations so that you can see each other's faces. That can make a difference in how employees interpret what you're saying and how you're saying it.
For the most part, having that daily contact to check-in and give feedback is essential, especially when people are first starting to work remotely. However, finding the right frequency of communication requires a lot of trial and error. You might have a few really independent employees who work really well without that much contact. Most importantly, ask your people what works for them. If you let people talk, they will often tell you what they need. You just have to listen to those answers.
In addition to scheduled communication, always be accessible to your employees in case they really need you.
Virtual trainers must be intentional about asking questions to engage the audience and waiting for their answers. Allow things to happen organically in the classroom. Don't force all interactions to go through you; allow students to private chat with each other, too. It does bring a small element of chaos into the classroom, but it's not any greater than it would be in-person. Those conversations are where the learning happens, so don't lock things down so tightly that it prohibits those interactions. It's not about the trainer; it's about the learner and what they're trying to accomplish. Many trainers know and do these things in person, but they forget it virtually when you cannot see the participants.
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