Category: Employee Engagement

How to Successfully Engage with Remote Work Teams

Posted on by jpatel

While remote work is new for some — especially amidst the changes that organizations have implemented since the outbreak of coronavirus (COVID-19) across the globe —  I have been working from a home office off and on for almost 20 years, and it’s allowed me to be uniquely prepared for the new reality that COVID-19 has brought to the workforce. 

I have been fortunate to work for a few companies, including PeopleScout, who were very comfortable with a virtual work environment — in some cases, almost everybody in the organization was working remotely. I also worked for several years where the culture was the opposite, and it would have been impossible for me to advance in my career if I was unable to physically come into the office each day. That experience really solidified what I already knew — I thrive in a remote work environment. 

The experience I’ve had working remote for most of my career has been an absolute blessing. It’s allowed me to spend extra time with my kids, work flexible hours and form relationships with colleagues who I would not have met if I were only working in an office. 

At PeopleScout, nearly half our teams were regularly working remote before COVID-19 social distancing protocols were put in place, and our experience managing these remote teams has helped in the transition as that number increases. 

In this article, I’ll share how to determine whether a remote work strategy is right for your organization during this time, highlight some best practices for engaging and managing a team of remote workers and outline the reasons why remote work matters. 

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The Future of Work: Real Clients, Real Stories, Real Results

Download ebook

Is Remote Work Right for Your Organization? 

Due to COVID-19 social distancing protocols, many people who wouldn’t normally fit the criteria for remote work are now adjusting to working virtually. However, in a scenario when you have the choice for whether a role should be remote, there are some ways you can help make that determination.  

How can you be sure if a remote work program fits into your organization? Consider the following: 

Does your team need to be together? 

If your team works best with a lot of hands-on collaboration, like brainstorming sessions, whiteboarding, and other in-person activities, shifting to remote might be challenging. But if you find that it isn’t truly necessary for each team member to meet face-to-face each day, a virtual strategy could work. Consider collaborative documents and team video calls to offset the facetime you’d be missing if everyone were in the office. 

Do my employees have the tools they need to work virtually? 

In order to successfully communicate and complete tasks, a remote work strategy is dependent on workers having access to a computer, internet and phone. If they do, you’ll also want to restructure your onboarding process to account for remote workers. Although virtual workers can work flexible hours, you’ll want to make sure they understand if there are any specific hours they are required to be “online.” Also, ensure everyone is aware of any time zone differences that could impact communication. 

Can roles be converted to remote? 

Certain roles, such as client-facing or other positions where working in person is a necessity, might not be able to shift to remote work as easily as positions where a person primarily works on a computer. Alternately, if your clients are spread over a wide geography, a virtual worker might be closer to a client and be able to provide even better service than an employee in your main office. Consider offering other benefits, perks and flexible work options to employees where full-time virtual work isn’t a viable option to ensure that no employee feels left out.  

Remote work doesn’t have to be all or nothing. There’s a spectrum when it comes to flexible work options, and here are a few examples: 

  • Part-time telecommuting  
  • Weekly/monthly work from home days 
  • Sponsored co-working spaces outside of the office 

What Does a Successful Remote Team Look Like? 

Whether an employee is newly hired for a remote role or you’re transitioning an existing position to remote due to COVID-19, utilizing the right technology is critical. Tools like Slack, Asana and Zoom can simplify employee collaboration and serve as a substitute for face-to-face interactions in a virtual environment.  

In addition to utilizing these communication tools, here are some additional tips for staying connected with remote workers that I use while leading teams at PeopleScout:  

  • Set up regular phone calls. I make sure to schedule weekly check-ins with each of my team members to see how they are doing and to stay aligned on project updates.  
  • Embrace informality. When teams are working from a large distance apart, informal communication (in addition to necessary formal conversations like meetings and conferences) can help foster strong connections between team members. Sometimes I’ll send team members a quick text message or IM to check in and remind them I’m available if they need anything. 
  • Celebrate successes. In an environment where it can be easy to feel secluded, remember to personally thank team members for all they do to contribute to the goals of the organization. 
  • Try new ways of connecting. It’s important that your virtual team doesn’t feel left out from events that may be occurring in the main office. Each year, my team holds a virtual holiday party where we all get together for an hour or so to bring our little community together and reflect on the year’s successes. 
  • Capitalize on face-to-face interactions. While travel is currently limited, when I’m able to visit a PeopleScout office or a town where a team member lives, I’ll always make a point to try to schedule a lunch or coffee break to catch up with colleagues in-person. 
  • Communicate purposefully. Be intentional when reaching out to people. Especially while we are all no doubt facing uncertainty, stress and anxiety about the current COVID-19 situation, be sure to remember to check in and make sure your team members are doing okay. We’re all facing this incredible challenge together, and your team members should feel that their manager truly cares. 

Another important engagement strategy is fostering company culture, which can be difficult to do successfully when not everyone is together in an office each day. At PeopleScout, we have our DNA culture principles which make us who we are. To ensure my team feels connected to these culture principles, I make a point to celebrate each of their individual characteristics. 

One of the beautiful things about having a virtual team is that it allows for a diverse workforce full of people with different backgrounds, talents, experiences, and points of view. Each person brings something unique to the team which continues to add value to our clients in ways that a small local team may not be able to.  

Remote Work is Here to Stay 

While at one time it may have seemed like a fleeting trend, remote work has proved it’s far from temporary. Virtual work has established itself as a workplace norm, and with the challenges brought upon by the outbreak of COVID-19, it doesn’t appear to be leaving anytime soon.  

It’s in the Numbers 

66% – A 2019 report by Zapier shows that 2 in 3 knowledge workers think the traditional office will be obsolete by 2030.  

69% – According to data from the Society for Human Resource Management (SHRM), organizations have increasingly offered telecommuting options over the last five years, with ad hoc telecommuting showing the greatest growth. At 69%, it’s up 13% from 2015. 

74% – 74% of U.S. knowledge workers would be willing to quit their job to work remote, and 26% have already done so, according to Zapier. 

It’s What Employees Want 

According to SHRM, just over a quarter of organizations already offer full-time telecommuting, so setting up a strong remote work system before the rest of the competition can help you stand out in candidates’ eyes.  

Virtual work has benefits for both employees and employers. The leading reasons employees want remote work options are to save money, to be able to work anywhere and have more time with family. Many employees also say they’re more productive at home, and this increased productivity carries over into the organization. In addition, remote work can have a positive impact on the mental health of employees, leading to a stronger company culture and overall employee experience.  

Working Together Toward Remote Work Success 

As you implement a remote work strategy into your organization, especially during these uncertain times, it’s important to lead your teams with a lot of understanding and grace. Establishing a successful work from home strategy is going to be a transition for all — and for some, not an easy one.  

Understand that life is going to happen. Doorbells may ring, dogs may bark or kids may yell down the hallway while you’re on video calls. However, it is through consistent communication and purposeful engagement that you and your team will be able to navigate this new normal together.  

To learn more about ways employers can respond to the coronavirus (COVID-19) outbreak, visit our Resource Center. 

Advice for Working and Leading Teams from Home with Chris Gould

Posted on by jpatel

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a mini-series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time. 

PeopleScout Client Portfolio Leader Chris Gould shared his insights on working remote and leading remote teams from his home in Dallas, TX. 

Chris has over 20 years of experience in RPO, global talent acquisition leadership and consulting. He has proven success driving talent strategies and operations; building and developing global, diverse teams; and working with business leaders developing cost and availability strategies in mature and emerging markets. Prior to PeopleScout, Chris was formally the Global Head of Talent Acquisition for Black & Veatch and the Aon Corporation and held senior leadership roles with Accenture, Hewitt Associates, and Aon Hewitt. His global teams have been responsible for permanent and contingent hires in over 100 countries. He is a requested speaker on topics related to global talent acquisition, leadership, social networking, and human resources. 

ebook

The Future of Work: Real Clients, Real Stories, Real Results

Download ebook

Can you talk a little about your experience leading teams from home? 

For most of my career, I’ve been leading teams that have worked virtually within the United States as well as globally, and that has really forced me to think about how to communicate and keep a team engaged. How do you go above and beyond to ensure that everyone feels connected? The reality is we may not see each other, other than maybe once a year, if that, so I try to implement virtual interactions, virtual parties and virtual get togethers to celebrate what everybody is doing. I also pay special attention to communication, since any news being shared will usually be received by someone by themselves, as opposed to in a group setting where people can easily discuss. 

What advice do you have for people who are transitioning to working from home for the first time? 

The first thing, and I had to learn this as well, is to have a routine that you stick to. If you’re used to working in an office, generally you have a morning routine, right? You get up, maybe you take a shower, you have breakfast, you may watch the news. Whatever you do, I think it’s important to continue to do so while working from home. And while you may not dress in the same clothes as you would if you were going into the office, make it a point to get out of your pajamas and intentionally move from your bed into your home office. For me, that’s a big thing.  

I also think having a quiet space that is yours to as much of a degree as you can make it is important. And it may take some changing around and some experimenting. You might be in front of a window in certain times of the day, and when the light comes in you can’t see your computer screen, so you have to move. It may get too cold or too hot. You may hear the neighbors mowing the grass, or you may have other distractions come up. Experiment and find what works best for you.  

Finally, try to limit distractions. However, you’re going to need to get up and stretch and take a break throughout the day. Maybe take a walk outside or do something away from your computer to break up the monotony and make sure you’re not confined to that same space all day long. 

Some people are now leading virtual teams for the first time. How can those leaders keep their teams engaged? 

I think the first thing is to realize and understand that everyone is going through a tremendous amount of change right now, and that can lead to a lot of stress. There’s a lot of things that team members were not expecting to do, they may not be set up to do and they may not have wanted to do. So, from a leadership perspective, support employees by imparting as much of your knowledge of the situation as can and help employees connect with other people who may have more experience working from home to help with the transition.  

Also, when you have conference calls or you’re talking to teams, understand that life is going to happen, and unplanned situations are going to occur. Continue to send positive messages to your team that you are there to support them, and let them know if they do have concerns or issues or other things that come up that you will be there to help them solve those and enable them to be successful. 

What strategies do you advise for people as we shift from this initial shock of a change to working from home to what could become sustained isolation? 

As when any change happens, there’s going to be that initial newness that you’re working through and there may be some excitement as you try to figure out your new normal. Obviously, there’s going to be stress with that too. But then things are going to start to normalize again. Whatever that new normal may look like for you as this shift continues for weeks or even longer, I think it continues to be important to focus on communication, relationships and connections. Depending on what your situation is, if you’re home by yourself, for example, be sure to really be thoughtful about reaching out to people, talking to them on the phone, hosting video calls or whatever tools you use to continue to foster those connections. 

Reach out to people at work who you generally spend a lot of time with during the day and check in on them – ask how things are going and how you can support them. And get creative! Get together with your team or colleagues virtually and talk about books you’ve read or shows you’ve watched and experiment communicating in ways that you haven’t had to in the past. These ways of connecting are going to be necessary to keep yourself in a good place both mentally and physically during the unprecedented times we’re in today. 

The other piece of advice I have is to set some guidelines on when you’re working and when you’re not working. It’s very easy, and I have found this myself, that when all you have to do is walk across the hall and into your office, you could be working all day and all night long. It’s not as easy to turn off because you’re not physically leaving an office. So, set some timeframes and some guidelines around when you’ll stop your day as you would have done in the office. I think this is important to finding your new normal, understanding what your routine looks like and setting boundaries. 

Is there anything you’d like to add on the topic of working and leading teams from home? 

I think the overarching message that I want to convey is there’s so much going on right now and so many stresses that have been added to people’s lives. You need to take care of yourself and look for ways to rejuvenate and reinvigorate your day so you can be in a better position to help others. If you’re not taking care of yourself, it’s very difficult to take care of other people — and we all need that right now, especially as leaders.  

This situation is going to test you in ways that you probably have never been tested before, so your ability to show up, to show grace, compassion, understanding and creativity to alleviate some of the stress and continue to find enjoyment in these times is going to be very difficult. It’s going to be next to impossible if you’re not taking care of yourself. That would be my biggest advice. There are different ways to practice self-care, and you know which ways work best for yourself. Don’t forget to take time to step back and breathe as you’re maneuvering through these times. 

To learn more about ways employers can respond to the coronavirus (COVID-19) outbreak, visit our Resource Center. 

Keeping Your Recruiting Team Engaged in the Midst of Uncertainty

Posted on by edyson

In the face of uncertainty, the very best employees and managers often confront issues head-on and come forward with bold solutions. As global uncertainty rises during the coronavirus (COVID-19) outbreak, now is the time for talent acquisition and HR leaders to keep their teams engaged.

If your team has planned to learn more about emerging talent acquisitions strategies to attract new talent, now may be an excellent time. You do not have to be an expert on each new recruiting technology or channel, but you do need to understand what is at available in the marketplace. Here are some tips to keeping your recruiting team engaged and provide value to your organization amidst these challenging times.

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Five Tips for Leading Teams Through Crisis

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Redefine Your Approach to Recruiting the Next Generation of Talent

Millennials, and up-and-coming younger generations, it almost goes without saying, have an entirely different approach to searching for jobs than previous generations. By extension, using the latest talent tech tools, recruitment marketing, social media platforms and mobile recruiting to attract and hire the next generation of talent is a must.

Experimenting with a new tech tool to see what may, or may not work, for your organization’s needs, reviewing job application procedures to be sure you are not limiting the flow of qualified, but non-traditional, candidates into your pipeline, or perhaps partnering with your colleagues in the marketing department for help in refreshing your employment brand are all good uses of your team’s time. By looking at recruitment challenges from different perspectives, you may uncover fresh new solutions.

Develop Your Current Employees

There may be no better way of addressing uncertainty than recognizing the potential of your current employees. Their experience and capacity to learn are valuable assets. When resources do not allow for adding new headcount, it’s even more vital to develop your current workforce so they can adapt to and fill your organization’s evolving needs during a crisis.

What’s more, losing a top performer during uncertain times can mean significant headaches as the loss of productivity and knowledge may be hard to regain. Making your existing workforce more agile and resilient to changes in the environment can help your organization thrive in uncertain times.

Be Creative When Keeping Your Recruiting Team Engaged

In a time of uncertainty, candidates may not always respond to traditional recruiting tactics, so you may need to be more proactive and creative in the ways your team connects with them.

Have your team think of some out-of-the-box, creative recruitment campaigns or ways to interact in a unique way with candidates. Perhaps consider expanding your use of video or images on your career site or reevaluate your use of language in job descriptions to capture the imagination of candidates.

Recruiters and their wealth of knowledge play a big role in uncertain times. With their unique perspective — on both the candidate’s and organization’s needs, your recruiting team can help right the ship in the middle of the storm. This knowledge is paramount for any climate, especially when organizations need to navigate uncertainty and crisis. By keeping your recruiting team engaged, you are investing in your organizations future and building resilience.

Advice for Keeping Employees Engaged During a Crisis with Andrea Brogger

Posted on by jpatel

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a mini-series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

Andrea Brogger is TrueBlue’s Leader of the Global Human Resources team, responsible for the overall HR strategy at PeopleScout, PeopleManagement and PeopleReady, including leadership development, diversity and inclusion, employee development, training and much more. She has more than 17 years of human resources experience and has changed the function, culture and impact of HR across TrueBlue to support its business goals and strategies, as well as the needs and aspirations of its 5,000 employees around the globe. Andrea is passionate about talent management, engagement and development programs that ensure that we have the right talent in the right roles at the right time. She holds a master’s degree in Business Administration as well as her executive master’s degree in Human Resources Management from Cornell University.

Andrea shared her insights on keeping employees engaged when things are difficult from her home in Las Vegas.

Why are engagement strategies so important right now?

In our current environment, we’re seeing a record number of people working from home, which seemed to happen almost overnight. And when people are working from home, they may start to feel disconnected or a little bit out of the loop. We’ve all heard the old adage, “out of sight, out of mind,” which can be a very real concern for people who work from home or who work in satellite offices. This feeling of isolation can impact engagement, which directly impacts productivity.

Which engagement strategies are most important today for keeping employees engaged?

There are a few simple things we can all do to help keep the lines of communication open and keep our teams productive and closely aligned with one another. When we think about communication in this new working environment, it’s important to share your preferences and styles with your team. Do you prefer email, Skype, Yammer, phone calls, texting? Let your team know your preference and be sure you’re asking them theirs.

In a situation like we’re all facing right now, priorities and areas of focus may shift daily, or even hourly, so regular calls can help you address those items with your team. When you do communicate with your team, be sure you’re taking their feedback into consideration. Also, make sure you’re scheduling regular meetings both individually and as a group. This can help make sure everyone stays up to speed on what’s going on within the organization.

It’s also important to set aside time in your agenda to foster opportunities for small talk with your team. Encourage your teams to chat with one another, share photos and tips for things they’ve uncovered are successful in working from home. Maybe they’ve uncovered a fun new way to keep their kids engaged who are also stuck at home. All these things can go a long way in keeping your teams engaged and connected with you, with one another and with the company.

How can you help employees with the stress and anxiety they may be feeling during this difficult time?

There’s so much uncertainty both inside and outside of our work lives right now, which can cause people to feel uneasy about what they do and don’t know. It’s important to remember these feelings are completely normal, and it’s up to us as leaders to help stay connected with our teams and to talk openly with them about these anxieties.

However, in the absence of information, it’s human nature for people to fill in the blanks or to make their own assumptions — which isn’t productive for them or for the organization. We owe it to our teams to be open, honest and consistent. There’s nothing wrong with telling your team you don’t have all the answers or that you aren’t able to share all information at this time. The communication and open dialogue they have with you will help reassure them and keep the trust they have in you.

Keeping Employees Engaged: Andrea’s Crisis Communication Do’s and Don’ts

Do

  • Focus on what you and your team are in control of. While there’s a lot that might feel uncertain right now, there are many things we can control. Focus there, as well as on your routines, and stay positive.
  • Share your own concerns. You validate how other people are feeling by sharing your own vulnerability. Listen to what others are sharing and be empathetic.
  • Stay in constant contact with your team. When in doubt, overcommunicate. Your team will appreciate regular check-ins and knowing that their leader cares. So, when communicating with your team, go above and beyond.
  • Take care of yourself. When working from home, it can be easy to put in a lot of extra hours, skip breaks or even meals. Model self-care behavior and encourage your team to follow suit.

Don’t

  • Don’t let uncertainty impact you and your team’s ability to get work done. Don’t dwell. It’s important to acknowledge how people are feeling but try not to get stuck at the negative.
  • Don’t be afraid to try new things with your team. Experiment and find out what works for you and your team. Maybe you want to take a virtual lunch break with your team on video to make sure you’re all stepping away and getting the breaks you need. This can be a fun way to break up the day as well as stay connected with your team.

What advice do you have for teams who are transitioning to work from home for the first time?

Remember that you’re part of a team and you’re not the only one feeling this way. Many of us are working from home with spouses, children or others around due to various closures. Be sensitive to the fact that there may be distractions and noises outside of people’s control. Recognize that we’re all adapting to a new normal, and ensure your team knows what their priorities are and what they’re being held accountable for.

I’d also advise that you reach out and stay connected to your teams. When working from home, I find the days go by so quickly that the week is often over before I know it! So, to make sure I’m not missing out on quality connections with my team, I make sure I’m scheduling one-on-ones and team meetings. these are great ways for keeping employees engaged. I leverage my calendar to set reminders to help make sure I’m checking in with my team on a more casual and friendly basis.

We know not everybody is able to work from home, and there are some people who need to be in offices, essentially by themselves. How can you support those people?

I think as we all work through some significant changes right now, it’s always important to put ourselves in someone else’s shoes and to be human. If I was in a nearly empty office without my usual support system, I think I would feel lonely, anxious and vulnerable. I’d probably wonder why other people had the opportunity to work from home and I didn’t. I might ask myself, why am I more important or less important?

When somebody is feeling this way, the power of recognition and appreciation really comes into play. Make sure you’re taking the time to thank those team members for their support. Let them know you appreciate that you can count on them to help keep normal business operations going. Your appreciation is really going to hit home with them if you tie their role back to the goals of the organization and remind them why they are so important. Recognition and appreciation are always important, especially during tough times. Don’t underestimate the power of gratitude.

To learn more about ways employers are keeping employees engaged outbreak, visit our Resource Center.

COVID-19 Series: Keeping Candidates and Employees Safe with a Virtual Hiring Solution

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, in this podcast, we share insights from PeopleScout Global Leader of Affinix Client Success and Strategy Allison Brigden on transitioning to a virtual talent acquisition solution.

Allison has been with PeopleScout since 1995 and has served in roles related to implementing and managing complex RPO programs as well as operations and technology. In her current role, Allison focuses on leveraging technology to elevate the talent strategy and client success through Affinix, PeopleScout’s proprietary talent technology platform. Allison leads an Affinix Client Success Team and our strategic technology partnerships. The Affinix Client Success Team is focused on understanding our clients’ objectives with Affinix and creating positive outcomes. She also possesses a deep commitment to corporate social responsibility, with an emphasis on military veteran advocacy. Allison holds a bachelor’s degree from the University of Utah.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

COVID-19 Series: Advice for Working and Leading Teams from Home

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, this episode shares insights from PeopleScout Client Portfolio Leader Chris Gould on strategies for working from home and leading teams from home.

Chris has over 20 years of experience in RPO, global talent acquisition leadership and consulting. He has proven success driving talent strategies and operations; building and developing global, diverse teams; and working with business leaders developing cost and availability strategies in mature and emerging markets. Prior to PeopleScout, Chris was formally the Global Head of Talent Acquisition for Black & Veatch and the Aon Corporation and held senior leadership roles with Accenture, Hewitt Associates, and Aon Hewitt. His global teams have been responsible for permanent and contingent hires in over 100 countries. He is a requested speaker on topics related to global talent acquisition, leadership, social networking, and human resources.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

COVID-19 Series: Advice for Keeping Employees Engaged During a Crisis

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, in this episode, we are sharing insights from Andrea Brogger, TrueBlue’s Leader of the Global Human Resources team, on how to keep employees engaged when things are difficult.

Andrea is responsible for the overall HR strategy at PeopleScout, PeopleManagement and PeopleReady, including leadership development, diversity and inclusion, employee development, training and much more. She has more than 17 years of human resources experience and has changed the function, culture and impact of HR across TrueBlue to support its business goals and strategies, as well as the needs and aspirations of its 5,000 employees around the globe.

Andrea is passionate about talent management, engagement and development programs that ensure that we have the right talent in the right roles at the right time. She holds a master’s degree in Business Administration as well as her executive master’s degree in Human Resources Management from Cornell University.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

Tips for Working from Home

Posted on by skatz

During the coronavirus (COVID-19) outbreak, many companies are suggesting – or even mandating – all or certain groups of employees work from home until the spread of the virus can be slowed. For those who may not be used to working from home or being apart from their teams, the switch to virtual work can be quite an adjustment.

If your company is enacting a work from home policy to protect the health and safety of your employees and those around them, here are some helpful tips to stay productive – and mentally healthy – while working from home.

Technology First

If you don’t have the right technology in place, working virtually will not be possible. First, ensure that you have the basics covered: bring your laptop, charger, mouse, keyboard home with you to help make the transition to working from home as seamless as possible. Then, make sure you’re equipped with the applications you need to work from home. That could include messaging apps like Skype or Slack, video conferencing software like Zoom or GoToMeeting. Ensure that everyone working from home is clear on what the preferred methods to stay in contact are for your organization or your specific team. Before beginning to work from home, it’s important to test your connectivity and ensure that everything you need is accessible from home.

Location, Location, Location

It’s important to have a space for working from home that will allow you to set your own boundaries. This means setting boundaries for children, pets, partners, roommates, etc. Encourage them to give you space while you’re working so that you can stay focused. Try to find a dedicated spot in your home that you can designate as your workspace – ideally a location that is not on the couch or in your bed! Treat your home office the same way that you would your actual office and discourage interruptions or intrusions to the best of your ability.

Talk to Me

Communicate now, more than ever. Discuss your working from home performance with your manager and ensure you’re clear on their expectations of you during this time. Make sure you stay connected via email, phone or instant messaging and keep any regular meetings you have scheduled while you’re working from home. Consider trying out video communications if you don’t normally use them – this can help you feel more connected at a time when social distancing is key. Remember that social interactions play a significant role in combating feelings of isolation and loneliness.

When Working From Home, Plan Ahead

Maintain your regular work hours and be sure to be available through phone, email and Skype – or whatever messaging platform you prefer – during that time. Take a few minutes at the end of each day to plan your priorities for the next day to help you stay on top of your schedule. In addition, when working from home it is important to have clear guidelines on when to work and when to call it a day to help maintain work-life balance. Putting your computer away at the end of the day can give you the space to recharge for the next day.

Break it Up

When you’re working from home, breaks are just as important as they are when you’re in the office. In addition, many people may find it helpful to stick to a structured daily schedule. That could include scheduling breaks, time away from your computer, playing with pets and eating meals. If it is possible and safe to do so, try to leave the house, talk a walk or get fresh air at least once during your workday. Avoid getting cabin fever while getting used to this new normal, even though it may be temporary.

Get Connected

Check in with your manager, team and others a couple of times a week if not more. Phone, email, Yammer and Skype – or any messaging platforms of your choice – are all great options to stay connected. In addition, using video chat or screen sharing functionality can help team members feel more engaged while working virtually. Employees who are working from home should know who to contact – like IT or a dedicated support team – if they need help with anything they need to work from home successfully. 

To learn more about ways employers can respond to the coronavirus (COVID-19) outbreak, visit our Resource Center.

Tips for Managing Virtual Employees

Posted on by skatz

While at one time it may have seemed like a fleeting trend, virtual and remote work has proved in recent years that it’s far from temporary. That is truer than ever today, as companies – including PeopleScout and the entire TrueBlue organization – are operating with an abundance of caution to keep employees and clients safe during the fast-evolving coronavirus (COVID-19) outbreak.

As companies and leaders around the world enact work from home protocols, sometimes for the first time, it can be difficult to know where to start. If you are managing virtual employees, here are some helpful tips on ways to promote engagement and business continuity during this uncertain time.  

Communication

When managing virtual employees, ensure your communication is effective and regular. Set guidelines for how your team should communicate with you, each other and those who they support inside or outside your business.

It’s important to continue holding any meetings that you would have before you began working virtually. That includes one-on-ones with direct reports, as well as ongoing team meetings. During the meetings, it may be helpful to discuss the following:

  • How are the tools you use as a team working for virtual workers? Are they handicapped by poor audio on Skype or do they struggle using any tools the team uses?
  • How could I better support you while you are remote?

Use a mix of structured and informal communication methods. Blend structured communication approaches, such as weekly check-ins via phone or video chat, with informal, real-time communication methods, such as Skype, Yammer, Teams, Google Hangouts, Slack, etc.

Structured communications ensure there is dedicated time to discuss the ongoing needs of direct reports, such as performance updates for newly virtual workers or the need for time off or modified schedules during this time where things are changing day-to-day and employees’ health is paramount. Informal, real-time communication methods can address immediate needs, like updates on tasks and deadlines.

  • When working remote, consider using video for one-on-one check-ins and coaching – especially if meeting face-to-face is something that you and your team are used to.
  • Encourage camaraderie through team communication. Newly remote workers may miss the opportunity to interact with teammates on a regular basis.

Keep your virtual employees informed about your business, the current situation related to both coronavirus (COVID-19) and the working from home policy, or other things impacting them during this time. Continue recognizing anniversaries, birthdays and team wins, even if working remotely is new to the team and not a long-term plan.

Expectations and Accountability

If your team is working virtually for the first time, it’s critical to establish clear expectations and accountability for each person. For example, letting your team know that everyone should be available on Skype (or your preferred messaging platform) during their regular work schedule. Depending on the role, you could also ask that each person puts a message on their Skype when they are taking their breaks.

Other examples of setting clear guidelines around virtual work expectations include:

  • Ask employees to create a dedicated workspace in their homes that will maximize productivity and ensure professionalism, e.g. free from noise and distractions.
  • Set expectations with your team on how you would like to review work and when, e.g. on a conference call or Skype, by a specific due date, etc.
  • Track work output, focusing on goals not activity. Determine how you will measure ongoing productivity and provide feedback during your virtual one-on-one sessions.
  • Schedule regular check-ins to gauge progress. Many teams may find daily stand-ups—aka daily scrums or huddles—are essential for productivity, transparency and collaboration. And, they hold everyone accountable for their daily tasks and ongoing projects.
  • Hourly employees should continue to take lunches and breaks, just like they would in the office.

Finally, be understanding that employees may have to navigate a new way of working, schedule and routine. For example, an employee’s children might be home from school, spouses or roommates could also be working from home, or an employee could have pets that are not used to having their owners at home or on the phone while at home during the day.

System Access and Equipment

Ensure each person on your team has the equipment necessary to continue working effectively at home. If they have any questions or issues related to access and equipment, be sure that your IT and support teams are also prepared to deal with what could be a greater demand during this time.

To learn more about ways employers can respond to the coronavirus (COVID-19) outbreak, visit our Resource Center.

Putting the Cult in Company Culture

Posted on by skatz

Hi. My name is Vanessa, and I have an addiction to 1Rebel. 

Despite having no real desire to exercise five years ago (beyond a very self-indulgent, free yoga class at the Hoxton hotel every Saturday), I joined 1Rebel as a founding member after just a handful of classes.

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The triple concept gym that offers Ride (spinning), Reshape (weights and running) and Rumble (boxing) from 6 a.m. each day was – and still is – the only thing that gets me up before dawn. When you consider how unmotivated I was before, this is no small feat. So, what is the attraction? While the next-level equipment and the opportunity to take your morning shower with the Spice Girls blaring through the surround sound was noteworthy, the real pull was the employees. From a front of house team who remember your name and sign you in before you get to the front desk to the instructors who can make you feel like you’re the only person in the room, there’s a real sense of belonging.

Over the years, instructors have become friends and the space itself has become a place of emotional significance – especially for my sister and I, who, with busy and often conflicting schedules, sometimes only find time to sit next to each other on a bike on a dark Wednesday morning.

I should note that in 2015, Casper ter Kuile, a Ministry of Innovation Fellow at Harvard Divinity School, co-authored a report titled “How We Gather,” which looked at how brands like SoulCycle and CrossFit have replaced the role of traditional religious institutions, particularly among younger people who feel isolated in their digital lives. I get it. 1Rebel trainers have changed over the years (I still mourn the loss of some of my favorites), but the brand ethos and loyal community have remained constant, and that’s what makes it works.

company culture

A recent study by the research firm YouGov found that one in five millennials believed they had no friends. Similarly, a new report published by the American Psychological Association showed that depression in 18- to 21-year-olds had climbed more than 46% between 2009 and 2017. Brands are wise to be aware and tap into this, and it explains why inclusive group exercise is leaving exclusive “no pain, no gain” gyms in the dust. “Don’t side-eye the person on the bike next to you; you don’t know what their journey was to get here,” said a 1Rebel trainer in one of her classes.

I am confident that 1Rebel will continue to be a success as the brand lives and breathes its values. But, what happens when the brands we feel a deep-seated connection to behave “off-brand”? 

There are plenty of examples of companies that rally the troops through their brand . For instance, there are the Chinese makers of air conditioners, Broad Group, who still chant their daily anthem, “I love our clients and help them grow their value,” and Japan’s Yamaha with their 1980s company song.

Along the same lines, the 2019 article “Is Your Corporate Culture Cultish?” published in Harvard Business Review described the weekly get-together of a leading U.S. tech company. Company-imposed “cheer” pops up again here – although, this time, it was a bit more contrived, with employees chanting the name of the company three times, all dressed (like the CEO) in matching black and gray. The author, curious about the employees’ enthusiasm, was prompted to explore the lived reality of the people working there. It became clear that people didn’t really have a life outside of their work. Many were divorced or separated. “One executive said that he only went home to change clothes, adding that he might just as well stay at work using the facilities in the wellness center,” the author wrote.

It’s the perfect example of a company culture that is externally portrayed as an employer of choice, but the internal the reality is something quite different.

If a brand is leveraging an emotional connection, it needs to practice what it preaches. 

This is possibly even more important for employees of a brand than it is for their consumers. After all, they are the people influencing, creating and building your product. There’s no shortage of research proving the relationship between company culture and performance. By hiring employees based on their ideological alignment to your company mission rather than their raw skill set, you can begin to build a brand loyalty seen in the consumer world.

This is something that IBM has a legacy of doing well. A 1973 global survey of IBM found that, despite national and regional nuance, employees had more in common than they had expected; they behaved and acted similarly. The researcher Geert Hofstede concluded that organizations had a personality, meaning that the character of the organization was constant even when employees come and go. This “character” – which exists to a greater or lesser extent at all organizations – is what we now refer to as company culture, which, in its simplest form, describes “the way things are done around here.”

So, what can employers learn about company culture from cult brands?

Develop an employer value proposition (EVP) that shows everyone the give and the get for being part of your mission, as well as an employer brand that brings it all together.

This helps candidates and employees understand the emotional contract of your organization and get a feel for your company culture. It helps the wrong people self-select out of applying and gives your employees something to believe in – whether that’s encouraging more people to exercise, bringing healthcare to millions or developing the technology solutions of the future.

Assess candidates against the company culture vision and values, rather than just competency. 

When values are well-embedded in an organization, they help people make decisions that are right for the business and encourage the behaviors that will help you achieve your mission. It’s easier to up-skill employees than to change what they believe in, so recruit those who have the right behaviors to succeed, rather than those who have done a role before. Even though colleagues and managers will move on and new people will join, if the ethos and values are embraced, the company culture will remain.

Shape your incentives and benefits to reward mission-related achievement, reinforcing the behavior. 

Benefits and rewards typically recognize individuals for personal achievement. If your business success is reliant on entrepreneurship or collaboration, find ways to identify and recognize those behaviors instead of arbitrary targets.

Build a community around your brand. 

At a time when trust in corporations is declining and social media algorithms make it more difficult for your followers to see your content, employee advocacy is vital. On average, employees have a network that’s 10 times larger than your company’s follower base. What’s more, brand messages are shared 24 times more frequently when distributed by employees as opposed to the business account. Engaging employees throughout your EVP process naturally builds brand champions who can leverage your brand. Encourage them to share examples of your brand values on social media and be advocates when talking to suppliers or clients, or attending conferences and events.

But, above all …

If you are going to stand for something as an organization, make sure your actions align with your words.

Just as believers can build a brand, they can also tear it apart.