How do you manage your remote workforce?

Leadership - Yes, so we have a lot of remote workers at Juul. We use Zoom a lot. But we also bring them in once a quarter, once every 6 months to the HQ and give them a sense of "Hey, this is what we're doing. Here's the team. Meet everybody in person." And they get more energy when they go back home and do their work from home. We fly to where they live to. Change it up for everyone a little.

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Pulse User

Yes, so we have a lot of remote workers at Juul. We use Zoom a lot. But we also bring them in once a quarter, once every 6 months to the HQ and give them a sense of "Hey, this is what we're doing. Here's the team. Meet everybody in person." And they get more energy when they go back home and do their work from home. We fly to where they live to. Change it up for everyone a little.

Pulse User

We have scaled agile work Practices and equip staff with cloud services on their mobile devices. Webex is now the chief video conf tool.

Pulse User

The question isn't clear entirely, it could be a question relative to "tools" by which remotely working, remotely based employees are being supported by. It could also relate to the means of access by which remotely working employees are accessing company data/assets. And finally, it could relate also to more the human, leadership aspect of management of remotely based employees, subordinates, colleagues. Let me assume that it relates to the latter which is more the leadership, management of humans, isn't it? My recommendations and my take on that: 1. make sure that you've got the right talent, the right caliber of people in your organization. Means, driven, ambitious, motivated, disciplined, reliable / trustworthy, etc type of individuals who share the company vision, strategy, objectives, values, etc. 2. make sure that your people clearly understand and buy-in to the vision, the strategy, the roadmap etc and that it's very transparent to them "what's in it for me" 3. make sure that the people feel empowered, that they understand how you want to interact with them, how to manage them and what you expect from them 4. outline very transparently your desired means of communication and interaction with them 5. have a clear communication methodology yourself too (eg. weekly virtual meetings, quarterly face-to-face staff meetings,...) which is communicated to and agreed with your staff 6. have clearly defined and agreed upon goals and objectives which also reflect and respect that remote / virtual team relationship type of scenario 7. make sure that you "lead by example" and that you do indeed manage, lead and execute in line with what you communicate and what you expect from your staff in return 8. be prepared to also take tough decisions with staff who can't or don't want to play to the rules and where you might face trust issues 9. have tools, systems, dashboards etc in place which allow you to monitor and to measure your staff - in particular in early stages of such remote / virtual team environment 10. be prepared and in a position (budget, time) to travel and to see your people face to face on a defined and somewhat regular schedule as there's no perfect substitute for face to face interaction despite all the great tools out there 11. share and communicate among your staff how satisfied or dissatisfied that you might be with how it all works - be transparent so that people know " what they see is what they get"

Pulse User

Clear expectations, ROWE - Results oriented work environment. We use Zoom, Slack, Microsoft o365 and Atlasssian tools for global collaboration.

Pulse User

We use Hangouts, slack and Teams heavily. Working for a global company there really isn’t much different between remote and different country.

Pulse User

As much face to face communication as possible. At least 2 skype or Teams per week. At least 2 visits at our collegues work place - locally! Clear explanation of expactations.  year end appraisals. Proper assignment to corporate teams according an invidiuals competency (for example: SAP MM or FI/CO, Microsoft SCCM). Assingment of "godparents" in the headquarter. Mix teams for global projects (roll out of CRM at xyz - 2 colleagues from different locations will join). Same framework (working hours, home office, flexible time, ...) for all corporate team members - independent of country specific regulations. 

Pulse User

You need to make an extra effort to connect with your remote workforce due to the fact that they miss greatly on the day to day office interactions. So video calls(Skype for Business), 1:1 Meetings via Telepresence, Video Conf calls with WebEx should be the norm. Also, you need to prioritize your attention in the sense of replying first to their emails, and fulfilling their request ahead of time. Don't forget to Fly them over to the office you are based on for important meetings and to meet and greet the team. QBR meetings are an ideal setup for that. If you have the right people in your team, the above should work. It has worked for me having staff all the over the world in simultaneous operations (US, Europe, Costa Rica, India, Japan). One last thing, be conscious of the time Zone differences and accommodate meetings and calls accordingly, nobody likes a 10:00 PM conf call on a Friday!

Pulse User

Constant communication -> Slack Centralization of tasks -> JIRA

Pulse User

we have setup a scaled agile working model (base on some SAFe parctices). We use extensivly slack + jira/conluence toolset and skype to communciate with external stakeholders. Remote work is baked in our DNA. We use Jira for Timetracking and O365 outlook calendar for remote planning follow-up.

Pulse User

Video conferencing, collaboration tools and periodic in person meetings.

Pulse User

We use cyber ark epm

Pulse User

We use Google Suite

Pulse User

We use VNC

Pulse User

We use a combination of teleworking agreements and tools to manage remote workers. The agreement makes it clear how often they are teleworking (full time, part time, or adhoc), their set up at home is adequate, and the expectations regarding work completion, communications, meeting requirements, and in-person requirements (i.e. meeting with a customer may require an in-person visit). Both the employee and the manager agree to these terms and the agreement is reviewed on, at least, an annual basis to ensure the agreement is still valid or needs to be adjusted. The tools are really what you would use every day for email, chat, video conferencing, and task management. Effectiveness is measured by employee contributions/output and by holding true to the expectations in the agreement.