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a lack of communication has weighed down on remote workers.
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They have experienced a breakdown in connection
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between themselves,
00:00:15
their colleagues,
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and their organizations.
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With that being said,
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here are 5 best practices to promote inclusion among
00:00:23
your team members when telecommuting becomes the norm.
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ensure that important information is accessible to everyone.
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Studies show a decline in the quality
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and flow of information when working remotely.
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Discuss the team the essential information to share with your colleagues.
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Share this information on your online collaborative tools.
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The manager should not be the sole information channel for each telecommuter.
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It's up to each team member to share
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the information that they have with their colleagues.
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organize online meetings that are inclusive of all those
00:01:00
in the office as well as the telecommuters.
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We invite you to watch our other video,
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inclusive virtual meetings.
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You'll learn more about the tools to use,
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the virtual roundtable,
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virtual rituals,
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and how to set up frame and conviviality.
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Practice 3 build trust and team cohesion.
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Decreased interaction reduces the sense of belonging.
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On the contrary,
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the more you know someone,
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the more you trust them,
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and the more you trust them,
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the better you work together.
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The most successful teams have one thing in common.
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They communicate a lot with each other,
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both at meetings and 1 to 1,
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face to face or virtually.
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Create opportunities to share with your colleagues messages,
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and ask them questions to get to know them a little better.
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At each meeting with your colleagues,
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ask them for their outlook on the weather,
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to know their state of mind and energy for the day.
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You can choose one of the pictographs on the screen.
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Set up a shared calendar with birth dates,
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dates of joining the company,
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birth dates of children,
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vacation return dates,
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Celebrate each other's successes together.
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The feeling of being important and existing in the eyes of others is essential,
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especially with the risk of isolation due to remote work.
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As we receive all these signals of recognition,
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we begin to reflect.
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My colleague understands and cares about me,
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so I can open up to them about issues and dare to give feedback.
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This leads me to practice 4,
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organize regular periods for feedback and exchange of experiences.
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One of the surprising lessons of the pandemic period has
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been the importance of expressing one's difficulties and vulnerabilities.
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This period has been more manageable in teams where people
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have been careful to talk about their difficulties and weaknesses.
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Having opportunities in meetings or during virtual rituals to share
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your experience during the week,
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your joys and difficulties allows everyone to
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better understand each other's roles and challenges.
00:03:04
Support and solidarity will therefore follow.
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Work towards the inclusion of telecommuters.
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Do not forget about them.
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If they only telecommute 1 or 2 days a week,
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don't forget about them during those 1 or 2 days when they're away,
00:03:20
expecting them to pick up communications upon their return.
00:03:23
When in a face to face conversation or meeting and a topic comes up that concerns Sam,
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have the reflex to add him to the discussion.
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Sam is relevant to this topic.
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We should loop him in.
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I'll call him right away to see if he's available.
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Here's an example of telecommuter integration that was shared with me.
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The team went out to dinner to celebrate a successful project.
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The telecommuters on the team were asked not to work
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during that time and were offered an equivalent celebration budget.
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When the team is comprised of international telecommuters,
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ensure that it's not always the same telecommuters
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making sacrifices with respect to their time zone.
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From time to time,
00:04:01
adjust to their schedules for team meetings.
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If there have been meetings at time when the telecommuter could not be available,
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take turns calling the telecommuter to reschedule.
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You can set up monthly pairings between a remote worker and a physical worker.
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This is the best way,
00:04:18
for them to always have a foot in the team,
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for each team member not to forget or judge them.
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Out of sight is out of mind.
00:04:27
The Buddy system is a mentoring concept set up by the company Buffer,
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100% telecommunicating
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for integration of new employees.
00:04:36
Each new remote employee is assigned 3 buddies for their integration.
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There is the buddy leader who is close to the traditional manager,
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a colleague who knows the role well and can help problem solving,
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and the buddy culture,
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a person who is older in the company and
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well versed in the culture and strategic vision.
00:04:57
These mentors are introduced to them on joining the
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team and accompany them throughout their integration phase.
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