[ad_1]
<div _ngcontent-c14 = "" innerhtml = "
Which offices will be emptied first: localized buildings or mobile workspaces?
Getty
Not that we need confirmation, but this recent The report of the International Workplace Group confirms that more than half of the world's employees work outside the head office at least twice a week, which is a permanent proof that the "remote revolution" is in full swing . As travel becomes more affordable, devices are more powerful, and production becomes less mechanical, any work typically done on a desktop computer is now portable. As a result, any company using virtual communications is now remote friendly, whether they like it or not. & nbsp;
However, lists of employers hiring remote employees (both crowdsourced and private) indicate only a few hundred companies with flexible work patterns. This suggests that Businesses are reluctant to & nbsp; publicly support remote work. What's holding them back? & nbsp;& nbsp; One word: Yahoo.
In 2013, Executive Director Marissa Mayer sadly eliminated Yahoo's telework policy and forced all off-site employees to move to the company's premises. And Yahoo is not the only one. Other prestigious brands like IBM and Hewlett-Packard also called their remote employees in the office, all quote an increase in productivity and innovation since the changes.
Fortunately, we have leaders of opinion who prove that successful and sustainable virtual business models are not only possible, but also flourishing. Amazon, Dell, Apple, Microsoft and Hilton all proudly employ virtual workers in various departments. Companies like Automattic and InVision, each employing more than 700 people, valued at $ 1 billion (each), almost perfect and even more impressive employer ratings, are even more impressive. zero offices.
What is the difference between IBM and InVision in terms of company policy and worker flexibility? How do these companies operate differently, so that one of the staff virtually flourishes and the other is required to work in booths? More importantly, how can you ensure that your inevitably distant team ends up as the last and not the first?
In evaluating these case studies, it is easy to see that there are both correct and wrong ways to offer flexible work. Unfortunately, the right method is not instinctive or easy, and here's why: Fast operational updates only adjust an existing practice. Converting to true virtual operations requires a fresh start in how productivity is measured and results managed. If a company is not sufficiently invested or intentional to make this new start, killers working remotely as micromanagement, isolation, miscommunication and burnout are imminent.
Business owners: Whether you deliberately leave remotely or are already accidental, make sure that your business model is not based on the following errors that could lead to a breakdown of the distributed workforce :
Error # 1: No Remote Work Policy
Many companies are reluctant to distance themselves, fearing that their brand will lose credibility as employees arrive at a virtual meeting from a noisy cafe and wear casual clothes. Proponents of remote work are supposed to say that these fears are neither valid nor relevant. However, the answer is usually the opposite: not only are they valid, but they are also inevitable. Without defining environmental, behavioral, scheduling and accessibility expectations, your brand representation will quickly become as flexible as your workers' environments. For the success of your remote initiatives, it is essential to create and disseminate a standard off-site operating procedure, which includes best practices and tips for standardizing internal and external interactions with your business.
Remote error # 2: 100% autonomy
Many distributed teams operate on operational models based on results. In these infrastructures, employees need more trust, asynchronous communication, and automated workflows to be effective. However, many leaders misinterpret this advice and grant too much independence by allowing team members to work independently. While outcomes are a priority in remote work, the results are always produced by humans and it is essential to value the people behind the effort. If collaboration is compartmentalized, dehumanized or infrequent, team members may feel isolated and underestimated. To solve this problem, give contributors the means to set their own goals and schedules while keeping them connected. both socially and informally with the rest of the staff.
Error # 3: Preserving On-Site Operations & nbsp; & nbsp;
Keeping things "as usual" for office workers while leaving other workers "escaping" with remote work can create a significant imbalance in terms of accessibility, accessibility, and ease of use. opportunities and loyalty between on-site and off-site workers, and contribute to the high failure rate of hybrid teams. Be creative in your approach to equalizing work experiences for both types of workers during meetings and resources. Scan all documents and paper documents and centralize all communications on a platform like Soft There are a few ways to modernize processes in a user-friendly way remotely. Use equalization tools (like Owl Meeting) or schedule weeks of exchange for remote workers from the office and allow on-site workers to work remotely are creative ways to create a connection for all your & nbsp; workers.
If your management team is guilty of any of these virtual transaction errors, do not worry, it's not too late. Search for a virtual operations consultant or remote work policy designer for a fresh start and evaluate your current virtual business model. Look for an expert who has at least 10 years of experience in managing an online team of your size to help you detect any alarm signal that may limit the success of your virtual trading program. . A quick update of your infrastructure could preserve the reputation and flexibility of your business. & Nbsp;
">
Which offices will be emptied first: localized buildings or mobile workspaces?
Getty
Not that we need confirmation, but this recent The report of the International Workplace Group confirms that more than half of the world's employees work outside the head office at least twice a week, which is a permanent proof that the "remote revolution" is in full swing . As travel becomes more affordable, devices are more powerful, and production becomes less mechanical, any work typically done on a desktop computer is now portable. As a result, any company using virtual communications is now remote friendly, whether they like it or not.
However, lists of employers hiring remote employees (both crowdsourced and private) indicate only a few hundred companies with flexible work patterns. This suggests that companies are reluctant to publicly support remote work. What's holding them back? One word: Yahoo.
In 2013, Executive Director Marissa Mayer sadly eliminated Yahoo's telework policy and forced all off-site employees to move to the company's premises. And Yahoo is not the only one. Other prestigious brands like IBM and Hewlett-Packard also called their remote employees in the office, all quote an increase in productivity and innovation since the changes.
Fortunately, we have leaders of opinion who prove that successful and sustainable virtual business models are not only possible, but also flourishing. Amazon, Dell, Apple, Microsoft and Hilton all proudly employ virtual workers in various departments. Companies like Automattic and InVision, each employing more than 700 people, valued at $ 1 billion (each), almost perfect and even more impressive employer ratings, are even more impressive. zero offices.
What is the difference between IBM and InVision in terms of company policy and worker flexibility? How do these companies operate differently, so that one of the staff virtually flourishes and the other is required to work in booths? More importantly, how can you ensure that your inevitably distant team ends up as the last and not the first?
In evaluating these case studies, it is easy to see that there are both correct and wrong ways to offer flexible work. Unfortunately, the right method is not instinctive or easy, and here's why: Fast operational updates only adjust an existing practice. Converting to true virtual operations requires a fresh start in how productivity is measured and results managed. If a company is not sufficiently invested or intentional to make this new start, killers working remotely as micromanagement, isolation, miscommunication and burnout are imminent.
Business owners: Whether you deliberately leave remotely or are already accidental, make sure that your business model is not based on the following errors that could lead to a breakdown of the distributed workforce :
Error # 1: No Remote Work Policy
Many companies are reluctant to distance themselves, fearing that their brand will lose credibility as employees arrive at a virtual meeting from a noisy cafe and wear casual clothes. Proponents of remote work are supposed to say that these fears are neither valid nor relevant. However, the answer is usually the opposite: not only are they valid, but they are also inevitable. Without defining environmental, behavioral, scheduling and accessibility expectations, your brand representation will quickly become as flexible as your workers' environments. For the success of your remote initiatives, it is essential to create and disseminate a standard off-site operating procedure, which includes best practices and tips for standardizing internal and external interactions with your business.
Remote error # 2: 100% autonomy
Many distributed teams operate on operational models based on results. In these infrastructures, employees need more trust, asynchronous communication, and automated workflows to be effective. However, many leaders misinterpret this advice and grant too much independence by allowing team members to work independently. While outcomes are a priority in remote work, the results are always produced by humans and it is essential to value the people behind the effort. If collaboration is compartmentalized, dehumanized or infrequent, team members may feel isolated and underestimated. To solve this problem, give contributors the means to set their own goals and schedules while keeping them connected. both socially and informally with the rest of the staff.
Error # 3: Preserve On-Site Operations
Keeping things "as usual" for office workers while leaving other workers "escaping" with remote work can create a significant imbalance in terms of accessibility, accessibility, and ease of use. opportunities and loyalty between on-site and off-site workers, and contribute to the high failure rate of hybrid teams. Be creative in your approach to equalizing work experiences for both types of workers during meetings and resources. Scan all documents and paper documents and centralize all communications on a platform like Soft There are a few ways to modernize processes in a user-friendly way remotely. Use equalization tools (like Owl Meeting) or planning weeks of exchange for remote workers from the office and allowing on-site workers to work remotely are creative ways to create a connection for all your workers.
If your management team is guilty of any of these virtual transaction errors, do not worry, it's not too late. Search for a virtual operations consultant or remote work policy designer for a fresh start and evaluate your current virtual business model. Look for an expert who has at least 10 years of experience in managing an online team of your size to help you detect any alarm signal that may limit the success of your virtual trading program. . A quick update of your infrastructure could preserve the reputation and flexibility of your business in the future.
