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.
00:00:38
organize feedback to listen to telecommuters.
00:00:42
define the needs of telecommuters,
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?
00:01:01
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
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?
00:02:23
madla tool is also designed to encourage the sharing of experience.
00:02:28
What made me sad,
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.
00:02:59
What disappointed saddened me about telecommuting?
00:03:02
Mine and my colleagues.
00:03:05
What irritated me about telecommuting?
00:03:08
Mine and my colleagues.
00:03:11
What delighted me in the practice of telecommunicating?
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.
00:03:57
the need for physical comfort,
00:03:59
making sure that the teleworker has the necessary equipment,
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,
00:04:42
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.
00:04:59
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
00:05:37
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.
00:06:00
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.
00:06:32
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,
00:07:08
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,
00:07:53
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.
00:08:04
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,
00:09:08
and values that have been co-developed and shared,
00:09:11
the oil will once again flow into the wheels of the organization.
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