Organizing the modalities of telecommuting Tutorial

Explore the evolving dynamics of telecommuting in 'Organizing the Modalities of Telecommuting.' Discover key strategies for enhancing collaboration and productivity within remote teams. Learn how to engage telecommuters, establish clear rules, and foster community—all while navigating the challenges of a hybrid work environment. Dive in for actionable insights on making remote work efficient and enjoyable!

09:16
5 views

Selected for you
New

Available in SoftSkills

00:00:09

The lubricant of contact represented by natural interactions at the

00:00:12

office is becoming increasingly absent when working from a distance.

00:00:17

Ros sometimes need to be divided up.

00:00:21

Common rules and values need to be rethought.

00:00:23

The manager must be attentive to creaks in order to

00:00:26

devise efficiency strategies and make work organization more fluid.

00:00:32

How to define and organize telecommuting modalities as a team.

00:00:36

Three steps

00:00:38

1,

00:00:38

organize feedback to listen to telecommuters.

00:00:42

2,

00:00:42

define the needs of telecommuters,

00:00:44

and 3,

00:00:46

decide together on the rules of the telecommuting game.

00:00:50

Would you like to know how to guarantee motivation,

00:00:53

collaboration and productivity of teams consisting

00:00:56

partially or totally of telecommuters?

00:00:59

Listen to them.

00:01:01

Ask your teams what needs to be done to remain an effective team.

00:01:05

Organize regular EBF times,

00:01:08

experience-based feedback.

00:01:11

I especially recommend during and after the COVID

00:01:14

crisis to share experiences and lessons learnt.

00:01:18

As Francis Boyer reports,

00:01:20

rather than institutionalizing telecommuting rules,

00:01:24

the HR department teams at Groupalma have taken the initiative to set

00:01:29

up a platform for sharing best practices and experiences on the topic,

00:01:34

driven by managers and employees on a voluntary basis.

00:01:38

This bottom up approach made it possible to quickly obtain testimonials,

00:01:44

documents,

00:01:44

and webinars from people who were enthusiastic about

00:01:48

the idea of sharing their knowledge and experiences

00:01:52

at the level of your team,

00:01:53

you can organize periods of catharsis

00:01:56

or individual and collective experience-based feedback.

00:02:00

What was difficult during the time of confinement?

00:02:03

What did I miss?

00:02:04

What did I learn about myself?

00:02:06

What did I learn about the team?

00:02:08

What good practices do I want to implement during my future telecommuting hours?

00:02:14

What good practices do I want to implement to make it easier

00:02:17

for my colleagues to telecommunicate when I am at the office?

00:02:22

The sad,

00:02:23

madla tool is also designed to encourage the sharing of experience.

00:02:28

What made me sad,

00:02:30

disappointed,

00:02:31

unhappy?

00:02:32

What made me mad?

00:02:34

What irritated me,

00:02:35

and what made me glad?

00:02:37

What made me happy?

00:02:39

You can facilitate this feedback with a

00:02:41

virtual round table discussion at the beginning

00:02:44

of meetings or open your individual conversations

00:02:48

with your telecommuters with these questions.

00:02:51

You can also organize a sad madla on the particular issue of telecommuting.

00:02:58

Sad!

00:02:59

What disappointed saddened me about telecommuting?

00:03:02

Mine and my colleagues.

00:03:05

Mad!

00:03:05

What irritated me about telecommuting?

00:03:08

Mine and my colleagues.

00:03:10

Glad.

00:03:11

What delighted me in the practice of telecommunicating?

00:03:14

Mine.

00:03:15

And my colleagues,

00:03:17

you will be able to extract from this EBF a

00:03:20

certain number of values and operational guidelines for telecommuting.

00:03:26

Second point of this video,

00:03:28

to lead a discussion on the needs of telecommuters.

00:03:32

You will be able to draw inspiration from

00:03:35

the video on the challenges of telecommuters,

00:03:38

how to overcome the lack of communication and collaboration,

00:03:43

how to overcome loneliness and disconnection difficulties.

00:03:48

Working conditions at home are indeed different.

00:03:52

Let's take some inspiration from Maslow's pyramid of human needs.

00:03:56

First,

00:03:57

the need for physical comfort,

00:03:59

making sure that the teleworker has the necessary equipment,

00:04:03

office,

00:04:04

computer,

00:04:05

smartphone,

00:04:06

software,

00:04:06

and internet.

00:04:08

To work comfortably.

00:04:10

Then the need to belong,

00:04:12

avoid the erosion of social ties by stimulating team spirit,

00:04:16

encouraging mutual aid,

00:04:18

and multiplying projects involving telecommuters in pairs or trios.

00:04:23

Think about integrating the newcomers.

00:04:26

The need for autonomy

00:04:29

not to fall into excessive control,

00:04:31

developing trust and accountability.

00:04:34

The need for self-esteem,

00:04:36

recognize efforts,

00:04:38

follow up on deliverables,

00:04:40

encourage,

00:04:41

give feedback,

00:04:42

foster the telecommuter's career plan.

00:04:45

Make sure that these needs are recognized by everyone

00:04:49

and that everyone feels responsible for them.

00:04:52

Man,

00:04:53

telecommuters,

00:04:54

colleagues.

00:04:56

Last step,

00:04:57

define together

00:04:59

the rules of the game of telecommuting organization.

00:05:03

Let's first consider the rules that are already stipulated by law

00:05:08

and in internal charters and agreements.

00:05:11

The first step is to review them,

00:05:13

discuss them together,

00:05:15

and make them available to everyone.

00:05:17

Expanding telecommuting in your team may require a

00:05:21

redistribution of roles and tasks within the team.

00:05:26

Are there any tasks that are not compatible

00:05:28

with distance that need to be redistributed?

00:05:31

Should you therefore organize an internal transfer of skills

00:05:36

and develop

00:05:37

multidisciplinarity

00:05:39

if Sandy moves to 40% or even 80%

00:05:42

telecommuting while Nicholas remains 100% in the office,

00:05:47

it might be beneficial or even necessary to

00:05:49

negotiate a new distribution of tasks between them.

00:05:53

The modalities of telecommuting are based on

00:05:56

the use of online collaborative tools.

00:05:59

As a manager,

00:06:00

I invite you to train yourself on the tools you will

00:06:03

be using and to get the best out of them.

00:06:06

Take advantage of technology and digitalization to keep the team connected.

00:06:12

Be sure to use them consistently.

00:06:15

Ask the most skilled staff to train their colleagues.

00:06:20

Avoid fragmentation and work as a team on using the same tools.

00:06:25

Zoom or Google Hangouts or Slack Microsoft Teams to communicate.

00:06:31

Trello,

00:06:32

Basecamp or Asana for project management.

00:06:35

Claxoon or Mindmeister to run interactive meetings from a distance.

00:06:41

Deciding teams the rules of use of these tools.

00:06:45

When do we use such and such a tool?

00:06:48

What do we do with them and what don't we do with them?

00:06:52

How do we protect sensitive data?

00:06:54

Get commitment from teams on how and when to telecommute.

00:07:00

Establish rules for communication channels together.

00:07:04

When do we use email,

00:07:05

phone,

00:07:06

chat,

00:07:07

video?

00:07:08

What are the deadlines for answering each other's questions and needs?

00:07:12

Note that telecommuting requires personal organization at the top

00:07:17

in order not to hinder the progress of the team's work.

00:07:21

Which meetings are mandatory or not?

00:07:24

When are team meetings held?

00:07:26

Establish rules of behavior together.

00:07:29

Make it a rule or even a requirement to log off in order to avoid hyperworking.

00:07:35

Decide the hours of work of telecommuters.

00:07:39

Note that you cannot ask a telecommuter to be permanently available.

00:07:43

This would negate the flexibility advantage of telecommuting.

00:07:47

Together you can establish time slots during which telecommuters can be reached,

00:07:52

for example,

00:07:53

from 9 a.m. to 11 a.m. and from 2 p.m. to 4 p.m.

00:07:58

Agree on queues that show availability.

00:08:01

Open chat,

00:08:02

active,

00:08:03

absent,

00:08:04

or do not disturb notifications on your collaborative tool.

00:08:08

I therefore invite you to jointly draw up

00:08:11

a charter of best practices for telecommuting.

00:08:15

Don't forget that best practices must include telecommuters as well

00:08:20

as their colleagues who will be at the office.

00:08:23

Much more than a telecommuting charter,

00:08:25

it is a charter on how best to work together

00:08:29

regardless of whether we are working remotely or in the office.

00:08:34

This is how telecommuting is going to develop

00:08:37

in hybrid form with employees who will mostly

00:08:40

alternate between the office and the home office.

00:08:44

The manager and employees will have to decide together on their mode of interaction

00:08:50

and set up together

00:08:52

indicators to monitor their activities on an individual level.

00:08:56

The role of tomorrow's manager will be to make everyone's work

00:09:00

easier and more accountable whether or not employees are telecommuting.

00:09:06

With the modalities,

00:09:07

rules,

00:09:08

and values that have been co-developed and shared,

00:09:11

the oil will once again flow into the wheels of the organization.

Mandarine AI: WHAT YOU SHOULD KNOW