Employees not in the Workplace

For a growing number of businesses, the work place is no longer a single company office.

Since the advent of the internet in the 1990s, the growth of flexible work practices such as telecommuting, individualised work schedules, job sharing and part-time employment have increased. In fact, in 2005, the Australian Bureau of Statistics found that 25% of employed persons spend time working from home. This is an increase from 21% in 2000 and equates to over two million people.

Rapid workplace changes have been accompanied by the removal of geographic boundaries, expanded workforces and new markets. Companies can now operate on a national and global scale in real-time.

For managers this shift presents new challenges in business practice and leadership. How can you effectively manage a workforce that is never in the office? What provisions and changes will the company need to make to ensure long-term profitability?

A common concern for many companies is the technological and financial outlay. Reliable technology is a must.

A mainstay of effective technological provision is operating systems - specifically servers, security and networking capabilities. As the number of users, including staff, service providers and clientele, increase, so too does the potential risk. For this reason regular maintenance and system back-up is crucial.

It is important to provide remote employees with reliable and suitable access to corporate systems. This may be via a home-based PC, laptop or PDA. Replacing desktop computers in the workplace with laptops and wireless interfacing further improves staff mobility. While considerable initial financial outlay is inevitable, it should be offset by increased productivity, market access and employee satisfaction.

Of course, the provision of reliable technology is the simple part. A more crucial aspect is selecting the right staff and providing adequate management. Managing in this remote and potentially virtual world can be challenging and requires a new toolbox of skills.

In particular, management requires careful planning and effective use of communication.

In a traditional work environment managers can easily fall into micro-management rather than allowing staff autonomy.  A remote work environment requires both autonomy and a degree of trust. Accordingly, staff performance is more effectively monitored by outcomes rather than process or time-based assessment. Having said this, it is still important for managers to maintain close contact with their staff.

Emailing, texting and group voice messaging are commonly used to keep in touch. It is important, however, to remember to actually speak with your staff in addition to leaving messages. Teleconferencing and video conferencing are good group strategies.

Face-to-face meetings are also vital. Working remotely can result in low motivation, feeling separated from the workplace and a poor sense of corporate identity and belonging. Regular meetings, conferences, training and trade shows are important opportunities to promote team coherence, ownership and a sense of company culture. Loyalty can also be fostered by rewarding employees with development opportunities.

Managers should try to spend time in the field with their staff. This practice provides the opportunity to discuss goals and ambitions and how content they are in their workplace. It is also an opportunity to discuss management expectations, observe operation style to assess training needs, and establish how much contact an individual needs. 

While flexible work conditions remain more prominent in industries such as sales, business services and marketing, it certainly signifies the changing face of work culture. As markets expand and skills shortages loom, your staff will remain the one thing to set you apart from your competitors. If you want the best person for the job it may just be necessary to look beyond your suburb, city or even country.