The Virtual Manager

Cutting-Edge Solutions for Hiring, Managing, Motivating, and Engaging Mobile Employees

Kevin Sheridan

• Publisher: Career Press
• Year: 2012
• Print ISBN: 9781601631855
• eBook ISBN: 9781601636416
• Topic: Business
• Subtopic: Business General
• Index: Business

The mere suggestion of employees working from home is enough to make many managers sweat. Faced with the prospect of managing an employee they can't even see, many discover that their managerial style just doesn't work anymore. As an increasing number of jobs can be executed from home, managers must learn how to adapt their leadership style to cater to remote employees.

Based on years of research, The Virtual Manager provides any manager with the tools he or she needs to successfully work with virtual employees. Trust us: it's not like managing office-bound employees! This book is a tell-all user manual for a new generation of managers.

To stay competitive in a global marketplace, it is essential to incorporate virtual employees into talent management strategy. The Virtual Manager arms managers with the knowledge they need to be become effective virtual leaders, including actionable advice on how to:

Leverage the top engagement drivers for virtual employees

Develop or alter policies and procedures to fit virtual employees' needs

Impact business outcomes through a flexible work strategy

CHAPTER 6
OVERCOMING CHALLENGES: CHANGING THE LOCATION
WITHOUT CHANGING ORGANIZATIONAL PRINCIPLES

Welcome to the “new normal”: the distancing and separation of the virtual worker. And what a challenging new normal it is.

With virtual workforces cropping up, leadership is bound to struggle with challenges resulting from the change in organizational makeup. However, management can and will be successful in creating a flourishing virtual workforce if remote managers proactively implement appropriate strategies to keep virtual employees engaged. When managing distance teams, the trick to maintaining engagement is not solely about establishing new techniques; rather, organizational practices and policies must be altered to make them work for each unique organization and virtual workers.

The first step in implementing a successful remote team is to thoroughly consider which projects can be done virtually, as well as the estimated amount of time each task should take. Additionally, leadership must listen objectively when employees in their organization present a case for working virtually. Permitting employees to present their own individualized “virtual work plan” detailing exactly how their job is applicable to virtual work is important in creating a sense of autonomy and trust among employees, thus increasing engagement. Whereas some personalities, roles, and responsibilities truly are better suited to on-site work, management must reflect on the potential each job has to fit into the virtual world before determining suitability.

With the advent of new technology, jobs and responsibilities not originally considered suitable for the remote world are becoming more viable, so management must carefully examine each facet of a job before deciding its appropriateness for separation. For example, some people may think appointments with physicians and nurses could never be done from a distance. However, hospitals are beginning to use Webcams and other devices to reduce wait times.¹ Although there is a physical gap between physician and patient, in actuality, this method could be more personal and private: The patient would no longer be required to sit in a waiting room with 50 other people prior to being seen by the doctor. Technology creates advancements people may never have imagined, and through these developments, individuals are viewing remote work in a different way. Remote work could soon be considered suitable for almost every job.

As time goes on, virtual work will likely become less of a perk and more of an assumed aspect of many careers. As such, it is imperative that leadership fully investigates which responsibilities, employees, and positions are most suited for the virtual environment. Doing so will prepare your organization for the “new normal” of remote employment.

VIRTUAL WORK: A PRODUCT OF EXPANSION

Virtual work policies are often a product of organizational growth. Many organizations have already recognized the benefits of allowing employees to work virtually, specifically in the engagement realm. As such, these organizations currently permit some of their employees to work remotely part-time. As organizations expand, they will likely establish offices across locations, and full-time virtual work will become a necessity. Knowledge can be gleaned from allowing a small population to work remotely in order to prepare for the increasing number of virtual relationships throughout an organization.

Case Study—LinkedIn

LinkedIn operates the world’s largest professional network on the Internet, with more than 120 million members in more than 200 countries and territories. Although LinkedIn does not have a formal work-from-home policy, the company allows its managers and their direct reports to establish a virtual work plan. In fact, LinkedIn provides managers with guidelines to help them assess the feasibility of working remotely when the situation arises. Although only a handful of LinkedIn’s employees are currently working virtually full-time, a large majority of employees have the option to occasionally work from home.

“We are in a real growth stage as a company and have a strong bias for in-person collaboration,” said Steve Cadigan, vice president of people operations at LinkedIn, who leads the organization’s employee growth around the world.² “However, allowing our employees to work from home positively impacts engagement, gives them more freedom and flexibility to do other things, and strengthens their relationship with the company.”

Building employee engagement has been top of mind for LinkedIn’s senior leadership team since the company was founded in 2002. Today, the company uses its “LinkedIn Company Group” as an open forum for virtual and on-site LinkedIn employees to connect with each other as well as voice their ideas and opinions. Employees share their thoughts on what is going well in the company as well as what could work better. “The group allows us to ensure we are building a culture where our employees still feel they can raise difficult topics or subjects that may be unpopular,” said Cadigan. “The open culture for us is a key to engagement and the relationship we have with our employees.”

Managers at LinkedIn who oversee virtual workers understand they must go the extra mile to ensure they are providing the right amount of communication and information necessary for success. More importantly, they have a big responsibility to make sure their remote workers feel connected to the company as well as recognized. But virtual workers also have a big responsibility. “They must remember to over-communicate and make their presence known. They must also be familiar with communication technologies (i.e., Skype, instant messaging, etc.),” said Cadigan. “By using such tools regularly, employees are able to extend their ability to effectively communicate.”

Open, effective communication will remain important as the company continues to experience rapid growth. In 2010, LinkedIn opened six new offices and has plans to open several more at the end of 2011. As LinkedIn expands in different cities around the world, the company is evolving to have more virtual employees outside of its corporate headquarters.

“We’re building the capacity and capability of communicating with one another globally. We’re in the process of building that skill set and competency,” said Cadigan. “Our growth in the U.S. and globally is helping us build muscle memory with employees we do not see every day.” LinkedIn’s experience in allowing employees to occasionally work from home has prepared it to handle the increasing number of virtual relationships emerging throughout the world.

Challenges are guaranteed to arise as individuals switch to virtual work, but if a detailed framework, either from direct experience or through other organizations, is established, a seamless transition will be possible. Do your research. There are plenty of organizations that already have virtual work policies and can be used as an example of best practices.

COMMUNICATION: BRIDGING THE PHYSICAL GAP

As illustrated in the LinkedIn story, changing location begins, first and foremost, with recognizing the importance of communication. Communication is the only way to bridge the distance between remote workers, their on-site counterparts, and virtual managers. The most effective virtual teams will be built on a foundation of open and effective communication.

Constant, tailored dialogues are critical to maintaining an engaged culture, no matter where employees work. When employees are spread across various locales, communication is a necessity to maintain a connection and keep them engaged in the culture and organization. Open and effective communication will establish a link between workers in the physical office and those in the remote world.

Case Study—Brocade Communications Systems

Open, regular, and effective communication is just as important for a virtual workforce as it is for on-site managers and employees. Brocade Communications Systems, which provides reliable, high-performance network solutions to help organizations transition smoothly to a virtualized world, understands the importance such communication has for managers and their direct reports who are working virtually.

With approximately 4,700 employees worldwide, Brocade uses “Office Communicator,” a live chat system, to encourage communication between managers and their virtual workers. By asking even a quick question via the online system, managers demonstrate a constant awareness of and sensitivity about keeping everyone involved.

“We remind our managers to have conversations with their virtual workers on a regular basis,” said Lisa McGill, vice president of human resources at Brocade, who is responsible for leading and driving the company’s strategic human resource initiatives globally.³ “Conversation and interaction builds a strong foundation of trust. Being an inclusive manager, especially for employees who work outside the office, is essential so remote workers feel a part of the team.”

To foster a virtual environment of teamwork, Brocade managers use video conferencing for their team meetings so everyone, including remote workers, can truly be there. The company also promotes the use of Webcams on its computers to enable face-to-face one-on-ones.

Brocade does not have a formal telecommuting policy, but has many employees who work remotely. Working virtually is a privilege employees can earn if they are delivering great results; the ability to work remotely can be revoked if positive results are not being delivered.

“Some people believe that if they cannot see their employees, then the work is not getting done,” said McGill. “I believe that mentality needs to shift in order to remain progressive and competitive, since we have newer generations entering the workforce who absolutely have an expectation that they’ll be able to telecommute as needed.”

Brocade recognizes the many challenges involved in engaging a virtual workforce, such as different time zones, cultural differences, and the absence of in-person interaction. “The lack of face-to-face time is a major obstacle; however, we can still build strong relationships,” said McGill. “We try to utilize video conferencing so remote workers can be seen and not just heard.”

From professional development to recognition, Brocade understands the key drivers of engagement apply to a virtual workforce as well. The company created HR365, an online toolbox employees can use to create their own development plan, to help on-site staff and virtual workers figure out how they can get from their current level to a management level. Brocade also uses its “CEO Call Down” to recognize employees for a job well done. Every week, Brocade’s management team is asked to provide the names of employees who do something extraordinary. Upon receiving the list, Michael Klayko, chief executive officer of Brocade, calls employees to tell them how much he appreciates them and how their actions have directly benefited the organization.

Klayko, McGill, and other Brocade employees have witnessed firsthand the benefits of a virtual workforce. Enabling employees to work remotely has helped the company use less office space, save money, increase productivity, reduce stress, and build trust. Given the fact that “Communications” is part of Brocade’s name, the company has truly excelled in using the power of communication to motivate and engage every member of its workforce, regardless of their location.

Large, successful organizations should follow Brocade’s example in realizing communication is the basis for success in the virtual world. Without effective communication methods, virtual teams will remain unconnected, and this disconnect will likely lead to the demise of the organization’s virtual team. Effective virtual managers must develop a communication plan to bridge the physical gap.

In my experience, I have encountered numerous, astute best practices to help you adapt communication ...

Table of contents

• Cover Page
• Dedication
• Title Page
• Copyright
• Acknowledgments
• Contents
• Chapter1 A New Way of Doing Business: Virtual Teams
• Chapter 2 Building Trust in Virtual Teams
• Chapter 3 Qualities of Top Virtual Employees
• Chapter 4 What It All Boils Down To: Employee Engagement
• Chapter 5 The Top 10 Employee Engagement Drivers: Maximizing Them for Virtual Workers
• Chapter 6 Overcoming Challenges: Changing the Location Without Changing Organizational Principles
• Chapter 7 Managing People You Can’t See
• Final Thoughts
• Notes
• Index
• About the Author