6 TOP TIPS FOR MANAGING A REMOTE WORKFORCE
As Singapore’s circuit breaker measures continue to ensure that staff who can work from home continue to do so, for managers, looking after a team remotely can prove challenging.
In order to succeed and make sure your team’s wellbeing is cared for – while also maintaining productivity – you might need to make some changes to your management style says Grant Torrens, Regional Director at Hays in Singapore.
Grant offers six best practice tips for managing teams remotely.
“Some individuals need constant access to their boss to feel secure and satisfied,” says Grant. This is a concern which, as a remote manager, is more difficult to alleviate. You should try to encourage these employees to be more self-motivated and independent.
“It’s not about leaving them to fend for themselves, they just need to know that support is there for them when they need it and encourage more two-way communication.”
“There are also individuals who will be more likely to struggle when managing their time effectively and are less likely to check in with their manager. If this is the case, follow up with the individual, see why they may be struggling to manage their time and arrange a plan or check-in schedule to help them adapt to working from home for an extended period.”
“Good communication is even more key when working from home and having the right tools is important to ensure that everyone can stay in touch easily and get the information they need,” advises Grant.
“This means using tools such as Skype, Microsoft Teams and any video messaging apps to help with more open and face-to-face communications.”
“Remember to make sure everyone has access to and knows how to use the tools, which you can ensure with proper onboarding and training when an employee first joins the business, or through additional training and simple tutorials for existing workers.”
“When people are working outside of the office environment, they can lose sight of the wider business goals and aims,” says Grant.
“They also lose a valuable point of reference in their colleagues for finding out what else is happening in the organisation. It goes without saying that it’s important your team fully understands what the business aims are. This is one of your key responsibilities as team leader.”
“Encourage communication as much as possible, whether it be between teams, between yourself and them or even between other departments or teams. Also advise your team to pay attention to any internal communications they are receiving, and make sure they are reading them.”
“When communicating with your team remotely, you risk falling into the trap of only talking about work which can be de-motivating,” warns Grant.
“Imagine you were still in the office and think about all the things you would talk about with your team – make sure you are still continuing to do this. Keep things light wherever possible, arrange tasks and team building exercises making use of the technology at your disposal. Just because you’re all working from home, doesn’t mean you can’t have fun.”
“If you’re managing multiple remote workers or teams, it’s going to be impossible to infiltrate every aspect of their working day,” says Grant.
That’s why delegation – although an integral tool for all leaders – is especially important to those whose employees are remote working. Try to delegate responsibility as much as possible and make sure you’re demonstrating trust in your workforce to get the job done between them, without too much oversight.”
“Right now, it’s important to make allowances for workers where possible,” says Grant.
With only a brief window in the day for exercise or shopping, you must give your employees the freedom to decide when their breaks will be, how they will spend them and when they get back to work. Offer support wherever possible while also making deadlines clear.”
Grant concludes by saying, “While this is a challenging time for businesses around the world, Singapore has always been digital-forward, which has been immensely beneficial when it comes to remote working. However, there are still a number of organisations who are adapting to this new reality. Learning how to effectively manage a team when working remotely will not only help managers tide through this difficult time but also adapt to new ways of working that may become the norm post the crisis.”
For more information and tips on working or job hunting from home or managing teams remotely, please visit our Inspire Me Remotely content hubs or sign up for Hays Thrive, a free online training portal designed to help employers and teams in Singapore grow the skills they need to function effectively and thrive in the face of Covid-19.
Hays plc (the "Group") is a leading global professional recruiting group. The Group is the expert at recruiting qualified, professional and skilled people worldwide, being the market leader in the UK and Asia Pacific and one of the market leaders in Continental Europe and Latin America. The Group operates across the private and public sectors, dealing in permanent positions, contract roles and temporary assignments. As at 31 December 2019 the Group employed 11,600 staff operating from 266 offices in 33 countries across 20 specialisms. For the year ended 30 June 2019:
– the Group reported net fees of £1,129.7 million and operating profit (pre-exceptional items) of £248.8 million;
– the Group placed around 81,000 candidates into permanent jobs and around 254,000 people into temporary assignments;
– 18% of Group net fees were generated in Australia & New Zealand, 27% in Germany, 23% in United Kingdom & Ireland and 32% in Rest of World (RoW);
– the temporary placement business represented 57% of net fees and the permanent placement business represented 43% of net fees;
– Hays operates in the following countries: Australia, Austria, Belgium, Brazil, Canada, China, Colombia, Chile, the Czech Republic, Denmark, France, Germany, Hungary, India, Ireland, Italy, Japan, Luxembourg, Malaysia, Mexico, the Netherlands, New Zealand, Poland, Portugal, Romania, Russia, Singapore, Spain, Sweden, Switzerland, UAE, the UK and the USA