Challenges faced by telecommuters Tutorial

Are you a telecommuter facing challenges in collaboration, loneliness, or disconnecting from work? Discover the vital insights from our video "challenges faced by telecommuters". We explore key obstacles and empowering solutions to thrive in a remote work environment. Don't let distance hinder your growth—join us and navigate the journey of remote work together! Tags: agility and change, explore.

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résultat(s)
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that not all jobs are suited to telecommuting,
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but what about the people?
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Are all people compatible with telecommuting?
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It is actually an alternative way of managing
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one's life that requires qualities such as self-discipline,
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autonomy,
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initiative,
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and openness to collaborative tools.
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In this video we will analyse the challenges
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faced by teleworkers and how to address them.
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A study by Buffer on telecommuters a few weeks before the pandemic
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identified the challenges telecommuters said they were facing.
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20% a challenge in collaboration and communication.
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20% loneliness,
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18% not being able to unplug.
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12% distractions at home.
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10% being in a different time zone.
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7% staying motivated,
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5% taking vacation time,
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and 3% finding reliable Wi Fi.
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In the light of these difficulties,
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one might infer that telecommuting is not for everyone,
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or at least that the majority of employees will definitely suffer
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as a result of full-time telecommuting.
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Let us review these challenges
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that both remote workers and their managers will have to take into consideration
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to facilitate telecommuting.
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Firstly,
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collaboration and communication.
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Physical distance deprives us of nonverbal and human warmth.
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We hence
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do not fully capture all intentions,
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tending to interpret often negatively messages from others.
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We should keep in mind
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that communication is 55% body language
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and 38% vocal.
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Therefore,
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we recommend communicating as much as possible by video or telephone
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in order to bring nonverbal communication
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back into conversations.
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As soon as we exchange 3 emails on the subject,
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it's time to pick up the phone or make a video call.
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People who have been telecommuting lament the deterioration
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of relations with some of their colleagues,
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less communication or exchanges with more tension.
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The manager is responsible for ensuring that all members
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of the team communicate regularly and positively with telecommuters.
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According to a Harvard Business Review study,
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you are more distrustful of your colleagues when you work remotely.
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Is this justified?
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It remains to be seen.
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In any case,
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the telecommuter has the impression that his,
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her office colleagues
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don't care about my priorities,
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don't notify me of changes,
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talk negatively about me behind my back,
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or even bond against me.
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Once again,
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it is the manager's responsibility to ensure that these
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impressions do not take hold in the telecommuter's mind
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by regularly inquiring about the quality of
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communication and the collaboration within the team.
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To
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keep telecommuters efficient and motivated,
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also ensure
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they have access to information
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that they don't miss out on anything important that happens in the office.
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This is one of their fears,
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and that they have regular meetings with the manager.
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We will discuss this further in the remote management training.
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Now,
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let's move on to challenge number 2,
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loneliness.
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People who have switched to telecommuting
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say they miss their relationships with their colleagues.
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Isolation affects individuals and groups.
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The collective disintegrates.
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Ties become distorted if one does not actively work to nourish
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the bond through communication tools and face to face meetings.
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The isolated telecommuter gradually begins to lose the context of his or her job,
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their projects,
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and their colleagues.
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This makes it more difficult to establish
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connections and maintain common goals and trust.
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At a higher level,
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isolation can result in anxiety or even depression.
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The Society for Neuroscience reported in a 2018 study
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that when a mouse is isolated from the group,
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its neurons begin to atrophy.
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The bottom line is,
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isolation leads to a loss of intelligence.
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The feeling of isolation varies with personality.
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Some more extroverted people will suffer from not seeing their colleagues,
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especially if they have little social interaction outside the office.
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Others will not suffer
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either because they enjoy more social interaction in their
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private life or because they are more introverted.
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It is the telecommuter's responsibility
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to know their needs with regard to professional interactions,
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to communicate these needs to their manager and colleagues,
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to consciously nurture their own needs.
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Caution must be taken
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to avoid asking the manager to become a social worker,
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to compensate for a person's lack of social interaction.
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The manager can be supportive and attentive,
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but the fact that a person has not created a
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social life outside of work is not the manager's responsibility.
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The manager must communicate with the appropriate internal resources if
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they notice that a telecommuter is in a fragile state.
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The third challenge for telecommuters is difficulty in disconnecting.
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When working from home,
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the boundary between professional and personal world becomes less clear.
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Teleworkers work more.
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The question we must ask is why.
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Many say it is because they love what they do and why not.
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The most effective telecommuters are those who love their jobs.
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This should be the number one criterion for choosing to telecommute,
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loving what you do.
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Others on the other hand,
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guilt tripped themselves into hyperwork,
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guilt of not being at the office,
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guilt of having an easier life.
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Some may fear not doing enough or not being up to the task.
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Telecommuters risk finding it normal to convert the time
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they would have spent commuting into work hours.
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Telecommuters need to learn on their own as adults to get
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out of this need to always be connected and work more.
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A manager who is open to dialogue and balance can help
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them to regulate their workload and allow them to disconnect.
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Dare to sign off on their email,
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not answer messages outside working hours,
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and shut down their computer at appropriate times.
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Remote working allows for flexibility.
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Some telecommuters may prefer to work later in the
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evening after their kids have gone to bed.
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Why not?
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They may send emails at a late hour.
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Why not?
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I am not in support of forcing people to
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send emails only within a restricted time slot.
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On the other hand,
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it is the recipient's choice not to open them outside of work hours.
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It is up to the recipient to educate his or herself.
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This will be easier if they are supported by their superiors with
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clear communications on the reasonable workload and the right to disconnect.
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The 4th challenge for teleworkers has to deal with the temptation to be distracted.
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I'm distracted at home,
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I procrastinate,
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some admit.
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For those people who have more difficulty concentrating and self-discipline,
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I recommend working in co-working spaces
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away from the distractions of home.
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The video on telework and working time provides insights
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on how to organise a productive telecommuting day.
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Lastly,
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a final challenge to address is reconciling teleworking and career.
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Until now,
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it has been very difficult for both part-time
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and full-time telecommuters to obtain professional advancement.
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Hopefully this period of confinement has broadened minds on this point.
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Telecommuters say,
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I'm afraid I'm going to be overlooked for career advancement.
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If distance workers wish to progress,
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it is essential that they be very active communicators in
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order to maintain a link with colleagues and managers.
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They need to be constantly on the lookout for office news and projects and vision.
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They must make themselves virtually visible,
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as well as going to see each other when they visit the office.
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And above all,
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they must communicate their desire for growth and
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change to the hierarchy and human resources.
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Managers sometimes tend to view their
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full-time commuting employees as freelancers or consultants
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and forget to address their development and career plans.
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How to continue to develop them to make them grow and broaden their portfolios.
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Virtual mentoring can help.
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A Deloitte study has proven that mentoring,
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ideally with someone other than your boss,
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doubles the chances of your young millennial recruit
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staying more than 5 years in your organisation.
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In short,
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do not forget the career of remote workers.
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To conclude.
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In the face of all these challenges,
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telecommuters need to be more mature and more aware of their choices.
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The first step for them is deciding whether they
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are suited to telecommuting and in what proportion.
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Then,
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if they have opted to telecommute,
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they need to be aware of their weaknesses and make their needs clear
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to both their manager and their colleagues.

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