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Tag: Managing Remote Teams

  • Building an Agile Remote Team Is No Easy Feat — But It’s About to Get a Whole Lot Easier Thanks to This Transformative Tool. | Entrepreneur

    Building an Agile Remote Team Is No Easy Feat — But It’s About to Get a Whole Lot Easier Thanks to This Transformative Tool. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In a post-Zoom world, the question, “Are the right people in the room?” persists, even if only metaphorically. However, having all the relevant cross-functional team members present remotely may not eliminate the danger of silos as effectively as everyone being physically present. Yet, there is a solution beyond the old debate about returning to the office. The tools of virtual reality (VR) and augmented reality (AR) have the potential to create fully immersive environments that give business leaders the best of both worlds.

    In my experience helping mid-level and senior managers in the tech industry become better leaders of their teams, I have found that applying agile methodology is the best way to align teams, but it has proven challenging in remote environments. “Agile” is a project-management methodology that grew out of the software development industry in the early 2000s as a means of delivering work incrementally and collaboratively to allow for frequent course corrections. Its lessons are especially applicable to industries where there is a need for adaptability and responsiveness to change, such as e-commerce and marketing.

    However, remote team members with different expertise tend to communicate blindly without fully understanding each other’s capabilities. This is where the metaverse comes into the picture. Those issues could be solved in a digital universe where employee avatars collaborate in a simulated office and interact directly with products and services in this virtual space. By adopting core best practices developed for the agile methodology now, such as more frequent feedback and cross-functional collaboration, business leaders are setting the stage to take advantage of this evolution.

    Related: Exploring How Virtual Reality is Changing Startups

    Unlock efficiency and collaboration

    The metaverse is not the stuff of science fiction. Advocates of the next internet say it is poised to shift our working lives in the same way that social media and mobile devices did in the web’s first iteration. With 61% of managers citing communication as the biggest challenge of remote work, the metaverse promises to re-introduce some of the elements of in-person collaboration.

    In a video environment, extra effort is required to engage directly and transparently about the expectations and capabilities of each person. However, the metaverse could enhance the ability of everyone to continuously move toward a shared goal. Last year, the Ministry of Internal Affairs in Lower Saxony, Germany, piloted workshops in a virtual environment designed and constructed by PwC. In the resulting study, participants wearing VR headsets found the metaverse process far more agile and efficient than videoconferencing, and their sense of closeness with colleagues rose by 58%.

    Customized virtual offices may have a unique role in meeting the agile ideal, where every person on the team, including the product manager, has an equal opinion. But you don’t have to wait for this tech to go mainstream to experience the benefits of agile. The key is to give teams clear visibility into project roadmaps and identify where and why teams are not escalating issues promptly.

    Drive value from being fully present

    The daily “stand-up” is the most important aspect of the popular agile scrum framework. Teams get 15 minutes of daily face time, and it must be quick and easy: Here’s what a person did yesterday, this is what they’re doing today, and these are their “blockers” (obstacles). The team operates as equals, while the single point of contact — the scrum master — can assist in making priority decisions.

    But when teams lose face-to-face time in digital collaborative spaces, they lose the stand-up. Before, if someone stated a blocker, the entire team would be present to discuss a way around it. This system was designed to allow agile teams to solve problems on the spot. The challenge for remote teams is retaining the same speed of agile in an environment where people often aren’t as engaged.

    When the metaverse comes around, “standing up” will again become possible through avatars and a virtual scrum board. Until then, managers need to encourage open communication and ensure the right individuals are empowered to make decisions. I also suggest demonstrating to people, not just telling them, that mistakes are learning opportunities in a blameless culture.

    Break down silos virtually

    If a virtual workspace is well-designed with optimized visibility, teams may find themselves naturally drawn towards breaking down silos through open, transparent communication. That means evaluating whether the team can keep track of what the problems really are as the market shifts, as well as looking at the team’s execution style.

    Begin to experiment with this approach by ensuring that people are not left to tackle problems alone. That is when they tend not to escalate, and everything slows down. If you are not already using daily stand-ups, use these sprint sessions to allow the entire team to know the tasks, the problems, and how the problems might be blocking individuals from completing the tasks.

    People need to feel confident owning their decisions because businesses don’t have the luxury of time anymore. As we head into our brave new future, having all components of a virtual workplace reflect change in real-time will bring everyone up to speed and leverage the values of simulated face-to-face interactions.

    Related: The Metaverse Has Definitely Lost Steam — But Is It Dead?

    Paving the way for confident decision-making

    In an enterprise metaverse environment, asking if everyone is in the room can once again be asked more literally — enhanced by audio-spatial technology that means the person to your right really sounds like they are to your right. Comfort with conflict and confident decision-making may prove easier with everyone more present. To leaders considering experimenting with metaverse platforms, McKinsey suggests adopting a test-and-learn mindset. Start small by integrating select elements, such as virtual whiteboards or project rooms, into your existing workflows to not only see how your team responds — but to gauge the potential of this technology. Where digital collaboration tools pose challenges, an enterprise metaverse promises to help companies build highly engaged remote teams that are quick on their feet and able to swiftly work toward a profitable MVP.

    Mary Hubbard

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  • Want Employees Back in the Office? What Leaders Are (Still!) Getting Wrong About This Ask | Entrepreneur

    Want Employees Back in the Office? What Leaders Are (Still!) Getting Wrong About This Ask | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    For all the reports of loneliness and isolation experienced during the pandemic, it’s no secret that a significant portion of the workforce became habituated to working from home. Many found the increased time autonomy, the lack of commute and the flexibility refreshing, if not freeing.

    Well, the party’s over.

    Last year, people began returning to the office en masse. According to Build Remote, in 2022 approximately 34% — twice that of the previous year — of all Fortune 100 companies requested their employees return to the office. For those still working at home, the news gets worse; Resume Builder reports that 90% of companies plan to be back at the office by the end of 2024.

    This presents its own set of problems. For business leaders, one of these is the question of how to ask employees to come back. But armed with the knowledge of what others have done right (or drastically wrong), it would behoove them to think about how they approach communications on this.

    As a business leader who supports other business leaders with how they communicate with stakeholders, I’ve seen firsthand how taking a compassionate approach to communicating policy changes can further the employer-employee bond, energize a workforce and take the edge off challenging conversations. Yes, including the RTO ask.

    Here are some tips to get it right.

    Related: 3 Mistakes You May Not Realize You’re Making When Bringing Employees Back to the Office

    Dig deep

    It sounds simple, but before asking their employees to return to the office, leaders should ask themselves: Why do I really want this?

    Is it because returning to a work environment is what everyone else is doing? Or because it seems like the correct course to take? Or is it even due to control issues? If your motivations are rooted in a scarcity rather than an abundance mindset or impulsive feelings, it’s worth taking a second look and ensuring they aren’t informing strategy that could do more damage in the long term.

    One of many dangers of not thinking through your own motivations is coming across as unclear and out of touch. In a virtual town hall recorded in April, Clearlink CEO James Clarke awkwardly praised an employee for selling the family dog after hearing about the company’s RTO policy and questioned whether single mothers or primary caregivers could really work full-time jobs.

    This was a textbook example of somebody who was making an ask from a lens of control and operational scarcity, who was not clear on the data, and who was throwing out confusing and alienating concepts to justify the return to work. Not only was this ineffective, but his communication blunder led to widespread negative coverage for his organization and his leadership.

    Look to the data

    While personal reflection is a good starting point, one of the benefits of no longer being in the immediate post-pandemic period is that leaders now have access to some telling numbers around barriers and motivations for returning to a physical workplace.

    According to a 2022 Microsoft Work Trend Index, the main attraction of coming back is the social aspect: 85% of employees say they would be motivated to go into the office to rebuild team bonds, while 84% indicated they would return to work for the chance to socialize with coworkers.

    This is gold for business leaders. CEOs and company heads who emphasize human connection and collaboration in the workplace are more likely to receive buy-in. No matter how comfortable and convenient your employees’ home offices might be, they may still miss the water-cooler chitchat about the latest hit streaming show and the sense of mission that comes from being around like-minded people. Simply put: Framing an office come-back of any duration as an aspirational opportunity for collaboration and connectedness vs. a punitive measure rooted in control is a great place to start.

    Related: We Know Return to Office Mandates Backfire — So Why Are Tech Giants Like Amazon, IBM and Zoom Reinstating This Outdated Policy?

    Use humility and empathy as a North Star

    Words like empathy and humility get thrown around a lot, but they do matter here. If you want people to show up for you, show up for them.

    Put yourself in your employees’ shoes. What kind of challenges do they face? Arm yourself with the information before you make that choice and that call. If you have a people team or access to HR data, leverage those things to get more insight into what is keeping employees at home and what would incentivize them to come back. Figure out their barriers to entry. Do they need childcare options? A less costly commute?

    Also keep in mind that the blending of home and work life during the pandemic fundamentally may have changed things for people, particularly for caregivers. Acknowledging and accounting for the added stress that a return to the office may bring reassures them that the reality of their experience isn’t being erased by the renewed physical barrier between home and work.

    Commit to being present, too

    Finally, business leaders have to walk the walk as well as talk the talk. I’ve heard many stories of CEOs asking employees to come back, while rarely coming in themselves. Not a good look.

    Obviously, as a leader with travel and business obligations, you’re not going to be able to be in the office 24/7 — and you wouldn’t have been before this situation, either. But it is important that, especially in those early days of asking people to come back in, you are intentional about being present, making your face known (and seen) and demonstrating that enthusiasm that you’re asking others to bring.

    Related: 3 Simple Ways to Motivate a Remote Workforce

    That means everything from welcoming people back personally to showing your face around the office to, when possible, attending town halls and meetings in person. And it means continuing to ensure that whatever policy you have instituted is still working. Keeping those lines of communication open and responding to changes as they come up are ways that leaders can continue to show that this is a journey for them, too.

    Growing pains — or in this case, returning pains — are inevitable after a paradigm-shifting event like the pandemic. But by being clear and intentional in your communications, embracing empathy and leveraging data, your RTO ask might actually energize and inspire your workers.

    Caroline Carter-Smith

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  • This Workplace Policy Is Igniting Fiery Debates In The Boardroom — Here’s Why. | Entrepreneur

    This Workplace Policy Is Igniting Fiery Debates In The Boardroom — Here’s Why. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    What’s the biggest battle in the corporate boardroom? Perhaps it’s about adopting Generative AI? Or maybe about DEI or perhaps ESG? The biggest flashpoint, as revealed by a recent Gartner survey, is the return-to-office (RTO) strategies that are stirring the pot, igniting fiery debates among top-tier executives. The survey unveils a startling revelation: 74% of HR executives believe RTO policies are the biggest breeding grounds for boardroom clashes. The next most popular candidate, at 52%, is workplace flexibility. And investors are watching. Increasingly, they are using RTO and work-from-home policies to decide whether to invest. Boardroom clashes are definitely not attractive for investors.

    Why unraveling cognitive bias is the first step to resolving conflict

    As we delve deeper into the anatomy of this discord, we stumble upon cognitive biases that cloud the judgment of the corporate crusaders. The first culprit is confirmation bias, a veil that blinds leaders to any evidence that contradicts their preconceived notions about RTO strategies. A leader, once hooked on the allure of a full-office comeback, may turn a blind eye to alternative flexible work models, thus sowing seeds of discord among the leadership ranks.

    On the flip side, the anchoring bias is the invisible chain that shackles leaders to the first piece of information encountered. In the throes of RTO strategy deliberations, the initial proposals often cast a long shadow over subsequent discussions. This cognitive entrapment stifles creativity and fosters a breeding ground for conflict as leaders entrench themselves in their anchored positions.

    The journey towards boardroom accord demands a deliberate unraveling of the cognitive biases that obscure the path. The first stride involves cultivating an awareness and understanding of these biases among the leadership. A culture of open discourse could serve as the beacon of hope, illuminating the path toward a consensus on RTO strategies. This discourse should be enriched with a diverse array of insights, shredding the veil of confirmation and anchoring biases.

    Related: We’re Now Finding Out The Damaging Results of The Mandated Return to Office — And It’s Worse Than We Thought.

    How to facilitate an open dialogue to resolve boardroom discord

    The odyssey towards harmonizing the boardroom on RTO strategies is a nuanced endeavor, often requiring a blend of strategic acumen and empathic understanding. My journey with various clients across diverse sectors provides a window into the practical facets of navigating the RTO quagmire.

    A mid-sized tech firm was embroiled in internal debates surrounding the adoption of an appropriate RTO strategy. The board was polarized, with one faction advocating for a complete return to the office while the other supported a hybrid model that allowed for more flexible work arrangements. The stalemate was hindering strategic decision-making and threatening to erode the cohesive culture of the organization.

    Upon engagement, my approach involved orchestrating structured discussions between the opposing factions to thoroughly understand their concerns and perspectives. I facilitated dialogues that encouraged open communication and presented evidence-based data showcasing the merits of a hybrid work model, especially focusing on productivity, employee satisfaction and operational efficiency.

    Furthermore, I introduced them to successful RTO implementations in similar tech firms, which provided a practical perspective on the feasibility and benefits of a hybrid model. Over time, these discussions led to a more informed and collaborative decision-making process. Eventually, the board reached a consensus on adopting a balanced RTO strategy that accommodated the concerns of both factions and used a data-based approach to adopt a flexible hybrid model. This resolution significantly reduced boardroom discord and positioned the firm on a path toward a smoother transition to the new working model.

    In another case, a regional banking institution found itself in a quandary due to differing views within the leadership regarding the RTO policies. The divergent stances were causing operational disruptions and affecting the overall morale within the organization. My intervention started with conducting workshops aimed at identifying and addressing the cognitive biases influencing the decision-making process. Through these workshops, I fostered an environment that encouraged open communication and objective evaluation of different RTO models.

    Additionally, I provided insights on how similar financial institutions had navigated RTO transitions successfully. We explored various RTO models, evaluating their impact on operational efficiency, employee satisfaction and client service delivery. This process allowed the leadership to have a more comprehensive understanding of the implications of their RTO decisions. Gradually, a consensus emerged around a flexible RTO model that balanced the need for in-office collaboration with the flexibility of remote work. This consensus significantly eased the boardroom tensions and set the stage for a more harmonized operational transition.

    Related: Conflict Is Inevitable But Necessary. Here’s How to Stay Calm During an Argument and Rebuild Afterward.

    Steps you can take to resolve RTO strategy debates

    Addressing boardroom conflicts over RTO strategies requires a decisive and structured approach. Start by fostering a culture of open dialogue in the boardroom. Ensure every member voices their concerns and opinions on RTO strategies. Make it clear that you value all perspectives in the decision-making process.

    Use data to steer your discussions. Present empirical evidence from reputable sources or case studies from similar organizations to shift the debate from personal biases towards a fact-based dialogue.

    If necessary, bring in a neutral facilitator, preferably an external consultant with expertise in RTO strategies and organizational change, to guide the discussions. A neutral facilitator can keep discussions constructive, focused, and free from personal disputes.

    Engage the board in scenario planning. Discuss the implications of various RTO models by exploring potential scenarios and their impact on the organization. This visual representation of potential outcomes can aid in more informed decision-making.

    Encourage compromise and demonstrate a willingness to adapt. Finding a middle ground that addresses the major concerns of the board is crucial. Show that you are open to balanced solutions to resolve conflicts.

    Invest in team-building and conflict-resolution training for the board. Enhancing interpersonal relations and communication skills among board members can create a more harmonious decision-making environment.

    Lastly, once the board reaches a decision, communicate it clearly and promptly to all stakeholders within the organization, along with the rationale behind the decision. Transparency in decision-making processes can garner support for the chosen RTO strategy across the organization.

    By following these steps, you can navigate through boardroom conflicts surrounding RTO strategies, fostering a more cohesive and effective decision-making process within your organization.

    Conclusion

    The RTO-induced boardroom discord is a call to arms for organizations. It unveils the urgency of not only addressing cognitive biases but also fostering a culture of open discourse and empathy. The road ahead may be fraught with challenges, but with a compass of awareness and collaboration, the corporate ship can navigate through the stormy seas toward the calm waters of consensus and productivity.

    Gleb Tsipursky

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  • Data Breaches Cost $1 Million More When Remote Work Is Involved — Here Are 4 Steps to Protect Your Business. | Entrepreneur

    Data Breaches Cost $1 Million More When Remote Work Is Involved — Here Are 4 Steps to Protect Your Business. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Remote work is a double-edged sword: It provides your employees with the comforts of staying at home, but it also creates additional security risks as they are more likely to use unprotected devices and connect to unsecured public networks.

    At least 20% of businesses went through a data breach caused by remote workers. As reported by IBM, the average data breach cost is $1 million higher in companies where remote work is common. It also takes 58 days longer for such organizations to discover and contain data breaches.

    Related: Entrepreneurs Beware: Remote Work Can be Fertile Ground for Cybercriminals

    Step 1: Categorize your company’s data

    Your business holds vast data, from client credit card details to employee IDs. For effective security, categorize your information. We classify ours into three: critical, restricted and confidential data.

    Critical data is what, if leaked, would seriously damage the company’s reputation, making a return to normal operations almost impossible. It includes user credentials, card security codes, client order history and customer behavior data. I would also add source code for software companies.

    Restricted data, if leaked, could seriously threaten our business. It would undermine the company’s reputation, but it’d be possible to continue operating in a limited way. Such data contains emails, locations, device info, app usage insights and many other kinds of data from our customers.

    The last category, confidential data, includes the organization’s trade secrets. Such leaks would harm the company’s operations but would have a smaller impact on its reputation. It comprises the team members’ data, company policies and procedures, recruitment process details, source code, financial statements and more.

    Step 2: Calculate the cost of a breach and create policies

    We all hate bureaucracy— I know that. Yet for a business to work, its members must follow certain rules (i.e. policies). To create a good cybersecurity policy for remote workers, you need accurate data. I recommend calculating the cost of potential data breaches using real money.

    Be sure to take into account all types of losses. A company’s data breach results in direct expenses like investigation and compensation, indirect costs from recovery efforts and lost revenue and opportunity costs due to reputational damage and lost potential business.

    After calculating the costs of a data breach, design policies. Standard procedures usually include policies on how you label and share data, what security controls you must have and what training your workers must attend.

    Related: How Do You Manage Cybersecurity With Employees Across the Globe? Here’s Your Answer.

    Step 3: Reduce the risks of remote work

    First, ensure the security of your computers. Make it so your remote workers access corporate resources from corporate devices only. Have your helpdesk specialists configure all devices according to your information security standards. They’ll need special administration tools for the task like JAMF.

    Second, monitor the state of your corporate devices. Handle the installation of patches, security updates and the latest versions of OS and software. Use special monitoring tools like JAMF and encourage employees to keep their working stations up-to-date. Last, install an Endpoint Detection and Response (EDR) or Antivirus (AV) agent to track malicious activities on your corporate computers. An example of such a system would be CrowdStrike.

    Third, control the access to corporate resources. Remote workers should only have access to resources necessary for their work. Make it so they can interact with them only with the corporate VPN turned on. I recommend also enabling IPS or IDS on the VPN to look out for network anomalies.

    Don’t forget about multi-factor authentication. It’ll add one more layer of security to your company’s data and decrease the chance of unauthorized access, and you can use ready-made MFA solutions.

    Step 4: Encourage your remote workers to be responsible

    Truth bomb: The actions above aren’t enough to protect your business from security risks. About 60% of attacks succeed because average employees make mistakes. It’s your duty to help your employees understand the importance of cybersecurity.

    First, encourage them to use special apps that track whether their device is safe. They can be in the form of a security checklist, which dynamically checks various system indexes and is easy to understand.

    Second, motivate workers to keep the corporate VPN turned on. You can also make their lives a lot easier by making the VPN connect automatically when the system starts up. If you don’t have a business VPN, use a regular one from a trusted provider.

    Last, don’t forget about training. Encourage your workers to learn, but make it exciting. Monotonous video lectures won’t do — add gamification and interactivity. Your company’s security rests with your team; build a strong human firewall by instilling best practices and fostering vigilant behaviors.

    Related: How Safe Is Your Data While Working Remotely?

    Bonus step: What to do with your freelancers

    The problem with freelancers is that you can neither make them work on your corporate laptops nor install special security software on their devices. You can, however, manage their access to your company’s resources.

    Limit their access to essential company resources, using the least privilege principle. If feasible, avoid access altogether and establish secure data-sharing protocols. Always clarify collaboration terms in contracts and NDAs detailing data access and usage. Emphasize that violations may lead to legal consequences.

    Safeguarding your company in a remote work era is entirely achievable. Begin by discerning the types of data you possess and understanding the potential costs of breaches, tailoring security measures in response. Prioritize the integrity of your corporate devices and manage access to resources. Talk to your remote workers and implement the use of robust security tools like VPNs.

    Mykola Srebniuk

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  • How TikTok’s Office Surveillance Could Backfire and Cost The Company Billions | Entrepreneur

    How TikTok’s Office Surveillance Could Backfire and Cost The Company Billions | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Recently, TikTok made headlines for the wrong reasons — introducing a badge monitoring app called MyRTO, aimed at enforcing its office attendance policy as part of a top-down return-to-office mandate. According to the New York Times, this app tracks employees’ badge swipes and can even penalize them for “deviations” from their expected attendance. While many companies are recalibrating post-pandemic work expectations, TikTok’s approach not only raises serious ethical issues but also amplifies broader concerns about its surveillance culture. Let’s deconstruct why this is a critical misstep for the platform.

    TikTok’s employee monitoring

    In an era where employee expectations have shifted toward greater work-life balance and flexibility, TikTok has chosen a path that is perilous for its brand, not to speak of employee retention, productivity, and morale. The company recently deployed an employee badge monitoring app called MyRTO. Built into TikTok’s own internal software, MyRTO monitors badge swipes as employees enter the office.

    The broad policy for TikTok employees involves coming to the office in person at least three times per week, and a smaller percentage is even required to be in five days per week. The MyRTO tool may demand explanations for absences when the employees were expected to be on-site. The data compiled by MyRTO is shared with human resources and is also made visible to the employees themselves. Notably, the company has even threatened termination for employees whose home addresses do not align with their designated office locations. The policy aims to create “transparency and clarity” about return-to-office expectations, according to a TikTok spokesperson.

    Related: It’s a Job Seeker’s Market — Here’s Why Employers Should Think Twice About Using Surveillance Technology

    The dangers of employee monitoring

    A Harvard Business Review article finds that such monitoring can have unintended consequences. The researchers conducted a survey of over 100 U.S.-based professionals — some under workplace surveillance and some not. The findings indicated a pronounced trend: employees under scrutiny were notably more prone to unauthorized break-taking, insubordination, willful property damage, stealing and purposefully working at a slow pace, among other rule-breaking behaviors.

    Of course, this survey only determined correlation — so to prove causation, the authors ran a second, experimental study. They asked another 200 U.S.-based employees to complete a series of tasks. Half of this cohort was informed they would be under electronic watch while completing specific assignments. Intriguingly, those aware of the monitoring exhibited a higher propensity for unethical conduct, such as cheating, compared to their unmonitored counterparts.

    How did the researchers explain these seemingly contradictory findings? Employees who knew they were being monitored were more likely to offload the responsibility for their actions to the authority figures conducting the surveillance. This reduction in a sense of personal agency made them more likely to act against their moral compass.

    To combat the erosion of agency and moral responsibility that the Harvard Business Review research highlights, and the harmful consequences of cheating and slacking off that results, leaders need to instill a sense of fairness in monitoring procedures. And given the employee leaks to the New York Times complaining about the MyRTO tool, TikTok clearly failed to do so.

    Moreover, other surveys reveal negative employee attitudes toward surveillance technology. A survey by 1E of 500 IT managers and 500 non-manager IT workers, for example, finds that 73% of IT managers said they wouldn’t feel comfortable instructing their staff to deploy productivity surveillance tech. More than a quarter of IT managers indicate an uptick in employees quitting (28%) and difficulty hiring new employees (27%) when these tools are in use. More than half of IT workers (52%) said they would turn down an otherwise desirable position if they knew the company used employee productivity surveillance technology. Three-quarters of IT workers say requiring them to deploy such software to track other employees would negatively impact their willingness to remain in their current position. In fact, 30% would begin actively applying for different jobs. In turn, a report from Morning Consult of a survey of 750 technology workers finds that at least 1 in 2 tech workers said they would not accept a new role in their field if the company used a surveillance technique.

    Thus, the tech workers at TikTok are highly likely to be disengaged, demotivated, and disillusioned by the MyRTO surveillance technology. It will lead to increased attrition and loss of productivity.

    Amplification of PR nightmares

    Perhaps even more problematic is the own goal of doubling down on the association of TikTok with surveillance. The social media platform has been subjected to legislative grillings in Capitol Hill sessions and dangled on the precipice of national bans — largely due to apprehensions around surveillance concerns and its alleged affiliations with the Chinese government. As such, the company is already navigating a precarious PR landscape, making it particularly vulnerable to any additional reputational tarnishes.

    The introduction of the MyRTO initiative exacerbates this fragile situation. Far beyond the physical badges, the program serves as a symbolic embodiment of a corporate culture that leans towards Orwellian control mechanisms over fostering an atmosphere of mutual trust and individual autonomy. The narrative now being constructed — whether intentionally or inadvertently — is one where TikTok is willing to sacrifice the organic relationships between management and workforce on the altar of hyper-surveillance and omnipresent oversight.

    Moreover, in our contemporary climate, where viral information can be disseminated globally within seconds, a PR misadventure of this magnitude carries exponential risks. It’s not merely a matter of immediate negative press; the long-term ripple effects can permeate stakeholder trust, impact user growth, and even invite further regulatory scrutiny. The imbued perception of a dystopian corporate environment can be a latent liability, hindering future partnerships and tarnishing the brand in ways that are complex and multifaceted, yet cumulatively catastrophic.

    So, while the MyRTO initiative might have been conceived with an eye toward enhancing the return to office mandate, its inadvertent contribution to a burgeoning narrative of corporate overreach likely outweighs any benefits the platform could hope to gain. Therefore, TikTok faces a strategic imperative to rapidly reassess its stance on employee monitoring in the interest of averting a full-blown reputational implosion.

    While TikTok claims it has invested $1.5 billion in ensuring that user data is secure and confined to U.S. soil, actions speak louder than words. The surveillance measures essentially throw gasoline on an already raging fire of mistrust and skepticism. They make it increasingly difficult for TikTok to argue against the narrative that it’s a tool for “control, surveillance and manipulation.”

    Related: Returning to The Office Without a Strategy Is The Biggest Mistake You Can Make. Follow These 4 Steps for a Perfect Transition.

    Conclusion

    In the grand scheme, the MyRTO tool might appear to be a small, internal administrative change. However, this ‘minor’ change encapsulates everything that’s potentially problematic about TikTok’s strategy and public image. The platform needs to recognize that its actions echo far beyond the confines of its offices, influencing not only its brand reputation but also the broader conversations about ethical corporate behavior and workplace culture in the 21st century.

    TikTok’s deployment of MyRTO is a tactical win but a strategic loss. While it may achieve short-term compliance from employees, it erodes trust and adds another layer to the growing wall of skepticism surrounding the company. It’s a move that reflects not adaptability and forward-thinking, but rigidity and an outmoded understanding of productivity. Companies aspiring for a resilient and favorable position in the marketplace should treat this not as a model but as a cautionary tale.

    As businesses pivot to new modes of work, those that embrace transparency, employee autonomy, and ethical conduct will find themselves leading the pack, as I tell client companies who I help figure out their flexible work models. Companies caught in a time warp, clinging to surveillance and control, will likely find the path ahead much more challenging.

    Gleb Tsipursky

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  • America’s Downtowns Are Hurting in an Era of Remote and Hybrid Work — Will They Survive? | Entrepreneur

    America’s Downtowns Are Hurting in an Era of Remote and Hybrid Work — Will They Survive? | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Downtown areas have long been the beating heart of cities, bustling with activity and serving as economic hubs. However, the recent data from the 2023 INRIX “Return to Office” report reveals a concerning trend: 18 out of 20 downtowns in the U.S. are still experiencing fewer vehicular trips compared to pre-Covid levels. This decline has far-reaching consequences, impacting various facets of urban life.

    The decline is not uniform across cities. New York, the most job-dense downtown in the U.S., has shown resilience, with vehicular trips just 5% below pre-Covid levels. In contrast, San Francisco, the second-most employment-dense downtown, remains a staggering 41% below 2019 levels of traffic.

    A McKinsey report adds another layer: Office attendance has stabilized at 30% below pre-pandemic norms, thereby compounding the reduction in downtown traffic. Additionally, McKinsey’s data reveals that from mid-2020 to mid-2022, New York City’s urban core lost 5% of its population, while San Francisco’s lost 6%. This urban exodus has led to decreased foot traffic near stores in these metropolitan areas, remaining 10% to 20% below pre-pandemic levels. These two cities illustrate the complex dynamics at play, with local factors contributing to the varying rates of recovery.

    Overall, cities like Washington, D.C., Chicago, Seattle and San Francisco have shown the least growth. The stalled growth suggests that other local factors, such as education level, racial demographics, broadband access and local culture, maybe influencing telecommuting rates.

    Related: 45% of Millennials Now Have Plans to Buy a Home in Suburbia — and It Has Everything to Do With This Work Policy

    The impact of industry and location

    The convenience and flexibility offered by telecommuting have made it an attractive option for both employers and employees in certain industries. For example, the INRIX report finds that nearly 40% of employees in information, finance, and professional services (IFPS) are working from home nationwide.

    Yet telecommuting rates also vary widely across locations. In San Francisco, 64% of IFPS workers reported telecommuting, while in Houston, just 28% did. That suggests a clear impact of local culture, not simply industry dynamics.

    The significant decline in office attendance, particularly in superstar cities, forces a reevaluation of business real estate strategies. McKinsey’s report suggests that by 2030, the demand for office space could be 13% lower than it was in 2019 in a moderate scenario and up to 38% lower in the most severely impacted city. In this environment of reduced demand and potential oversupply, business leaders have the opportunity to negotiate more favorable lease terms or even consider relocating to prime but previously unaffordable locations.

    Downtown trips: Down and out?

    The reduction in downtown trips has had a direct and profound impact on local businesses, particularly those reliant on foot traffic. Restaurants, retail stores and hospitality services have suffered, leading to closures and financial strain. The real estate market has also felt the pinch, with headlines like “Owners are Walking Away from Downtown S.F. Buildings” highlighting the financial crisis faced by property owners.

    A vibrant downtown contributes significantly to local tax revenue. According to the International Downtown Association, downtowns deliver an average of 17% of citywide property tax revenue, 43% of hotel tax revenue, and 12% of sales tax revenue. The decline in downtown activity has led to a loss in these revenues, potentially leading to public budget cuts and negative implications for key government programs.

    Beyond the economic ramifications, the decline of downtown has a psychological impact on city residents. The once lively and energetic centers have become quieter, losing their vibrancy and appeal. This shift affects the perception of the city and can have long-term effects on community engagement and urban identity.

    The commuting conundrum

    The decline of downtown areas due to the rise of telecommuting presents a complex challenge that cannot be solved by simply forcing people back into the office. As I often emphasize to my clients in city governments, this approach is not only impractical but also fraught with negative consequences.

    Forcing employees to commute to the office can have a direct impact on their wellbeing. Long commutes are often associated with increased stress, fatigue, and dissatisfaction. The time spent in traffic or on crowded public transportation can lead to a decrease in overall life satisfaction and even contribute to mental health issues. The personal toll this takes on individuals cannot be underestimated.

    The environmental impact of increased commuting is another critical factor to consider. More cars on the road mean more emissions, contributing to air pollution and climate change. Encouraging telecommuting can be seen as an environmentally responsible choice, aligning with broader goals of sustainability and reducing carbon footprints.

    The economic argument against forcing people back to the office is equally compelling. Time spent commuting is time lost from productive work. The hours that employees spend stuck in traffic or waiting for public transportation could be better utilized, contributing to the economy. Furthermore, the cost of commuting, including fuel, vehicle maintenance, and public transportation fees, can be a significant burden on workers, reducing their disposable income and potentially impacting consumer spending.

    While the struggles of downtown areas are real and concerning, the solution is not as simple as mandating office attendance. A more nuanced and balanced approach is needed, one that takes into account the multifaceted impacts of commuting.

    City governments, in collaboration with businesses, can explore innovative solutions that encourage a healthy balance between remote and in-office work. This might include investing in public transportation to make commuting more efficient and less stressful, creating incentives for businesses to offer flexible work arrangements, and supporting the development of local amenities that make downtown areas more attractive places to work and live.

    Related: ‘Never Going Back to the Way It Was’: Salesforce CEO Marc Benioff Has a Grim Outlook on a Once Bustling Downtown

    Conclusion: A future in flux

    The remote revolution has reshaped the landscape of downtown areas, with telecommuting playing a pivotal role in the decline of vehicular trips. While some cities like New York have shown resilience, others continue to struggle with recovery. The future of downtowns is in flux, with telecommuting continuing to be a massive force in keeping both vehicular and transit trips down.

    The challenge now lies in finding a balance that allows for the vibrancy and economic vitality of downtowns to thrive while embracing the new normal of remote work. The road to recovery may be long, but with innovation, collaboration, and a keen understanding of the multifaceted influences on downtown travel patterns, cities can forge a path toward a prosperous future.

    Gleb Tsipursky

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  • 5 Ways to Cultivate a Resilient Digital Employee Experience | Entrepreneur

    5 Ways to Cultivate a Resilient Digital Employee Experience | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In an era of rapid technological advancements and an evolving workforce landscape, companies now encounter both previously unimaginable possibilities and difficulties. One of the pivotal challenges plaguing this digital landscape is ensuring a harmonious and satisfying experience for employees, regardless of their location or the devices they use. This is where a well-crafted and comprehensive digital employee experience (DEX) strategy comes into play.

    Related: Unhappy Customers and Employees Can Wreak Havoc on Your Business. Here’s How to Make Both Happy.

    Understanding the essence of the digital employee experience

    Gone are the days when work was confined to physical office space and a standard 9-to-5 routine. Today, employees collaborate across time zones, harnessing a surfeit of devices and applications to accomplish tasks. Before we delve into the intricacies of crafting an effective strategy, we must grasp the essence of the digital employee experience.

    The idea of a people-centric workspace has existed for some time. However, many business leaders and organizations still need clarification on what DEX entails. In simple terms, DEX is the accumulation of every interaction a workforce has with their company’s technologies and processes. However, since every interaction impacts DEX, how can organizations enhance it?

    Related: 78% of Employers Are Using Remote Work Tools to Spy on You. Here’s a More Effective (and Ethical) Approach to Tracking Employee Productivity.

    Crafting a harmonious digital employee experience is a dance of technology, creativity and genuine care. Employees more or less want three things in terms of their digital technologies. They want technology that is simple to use, dependable and effective. However, the tricky part is balancing what employees want while maintaining a resilient security posture. Here are five steps for a harmonious digital experience strategy.

    Step 1: Holistic alignment with business objectives

    Creating a harmonious digital employee experience begins with aligning your strategy with overarching business goals. Every digital initiative, whether it’s the adoption of collaboration tools or the implementation of unified endpoint management systems, should be aligned with the company’s larger purpose. This alignment ensures that the digital employee experience is seamless and contributes directly to the organization’s success.

    It’s critical to include important stakeholders from multiple divisions to accomplish this alignment. HR, IT, and upper management should collaborate to identify the most critical digital touchpoints for employees. By weaving the digital employee experience into the organization’s fabric, you create a sense of purpose that resonates with every employee.

    Step 2: Providing a seamless onboarding experience

    An employee’s experience starts from the moment they are onboarded into the company. This marks the foundation for a positive employee experience is laid. Leveraging cutting-edge solutions like Unified Endpoint Management (UEM) and Desktop as a Service (DAAS) can significantly enhance these critical phases.

    UEM allows organizations to efficiently manage and secure various devices, from laptops to smartphones and tablets, from a single console. By providing a seamless and secure onboarding experience across devices, UEM facilitates a positive initial impression for new hires. Furthermore, the implementation of DAAS streamlines the deployment of virtual desktops, guaranteeing that employees enter a uniform and well-optimized workspace right from the start, regardless of their physical whereabouts. This streamlines the onboarding process and empowers remote workers to hit the ground running, eradicating any possible frustrations stemming from technical glitches.

    Step 3: Nurturing the anywhere work environment through remote monitoring

    The modern workforce isn’t confined to a single location, making the health and performance of endpoints a troublesome endeavor.

    UEM solutions shine in this arena by offering remote monitoring capabilities that allow IT teams to watch endpoints’ health irrespective of their physical location. By proactively identifying and addressing potential issues, such as security vulnerabilities or performance bottlenecks, organizations can ensure that the remote work experience remains seamless.

    A common pain point for employees and IT teams is the cumbersome process of resolving technical issues. Waiting for the IT helpdesk to intervene in the application or endpoint problems can lead to frustration and productivity losses. Remote capabilities allow IT teams to troubleshoot these issues irrespective of a device’s location. This approach boosts productivity and demonstrates a commitment to employee well-being, reinforcing a sense of support and care.

    Step 4: Empowering employees through continuous training

    Empowerment is a cornerstone of any successful employee experience strategy. When employees are given the skills and resources to navigate digital obstacles, they develop greater independence and self-assurance in their work.

    Offering comprehensive training sessions on using digital tools, troubleshooting common problems, and staying vigilant against cyber threats can empower employees to take charge of their digital experiences. By fostering a culture of continuous learning, organizations not only enhance the skill set of their employees but also demonstrate a commitment to their growth and development.

    Related: Enough About Employee ‘Engagement’! Focus on the Digital Employee ‘Experience’ Instead.

    Step 5: Measuring DEX success through comprehensive evaluation

    In the realm of business, what is not measured often remains elusive. The digital employee experience is no different. Organizations must set up reliable assessment and feedback processes to assess the efficacy of the tactics they have adopted.

    Surveys tailored to capture employees’ sentiments provide invaluable insights into their experiences. These surveys can delve into aspects such as ease of technology usage, satisfaction with support services, and overall comfort with the digital workspace. Furthermore, leveraging tools such as End-User Experience Management (EUEM) solutions that monitor user interactions and sentiment analysis can provide qualitative feedback, real-time monitoring and a continuous benchmark system.

    Crucially, these measurement strategies should be accompanied by a commitment to iterate and adapt based on feedback. Continuous improvement is at the core of a harmonious DEX strategy, as it reflects an organization’s genuine dedication to enhancing employee well-being and efficiency.

    The way forward

    A harmonious DEX strategy extends beyond optimizing processes; its essence is nurturing feelings of affiliation, empowerment, and employee welfare. In an age where the virtual realm assumes an increasingly significant function in our professional lives, enterprises that give precedence to enhancing the digital employee encounter are better poised to attract, retain, and nurture a workforce that excels within this evolving digital landscape.

    Apu Pavithran

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  • The Future Is Not Just Flexible — It’s United. How American Flexibility is Redefining Business Practices Worldwide. | Entrepreneur

    The Future Is Not Just Flexible — It’s United. How American Flexibility is Redefining Business Practices Worldwide. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In the bustling marketplace of global business, American practices shine as a lighthouse of innovation, adaptability and advancement. Renowned for being the most advanced, they have been exported and embraced across continents. A recent survey conducted by the INSEAD Emerging Markets Institute and Universum provides a tapestry of insights into how American flexibility is redefining business practices worldwide. Similar information comes from a survey published in the Harvard Business Review, called the Survey of Business Uncertainty and jointly run by the Atlanta Federal Reserve Bank, the University of Chicago, and Stanford, which surveys senior executives at roughly 500 U.S. businesses across industries and regions each month.

    Related: Is The Future of Work Flexible — Or Not? Governments Are Making Moves to End The Debate Once and For All.

    Flexibility and return to the office

    America’s approach to flexibility is not just an operational strategy; it’s a cultural ethos. The U.S., known for its innovative spirit, has long been a pioneer in adapting to new work landscapes. With the INSEAD survey finding that 50% of U.S. respondents rated remote productivity as 5/5, the embrace of flexible work arrangements has become a defining characteristic of American business. This isn’t a fleeting trend but a foundational shift that has resonated across the globe.

    In the APAC region, the longing for physical office spaces is like an ode to community and hierarchy. Indeed, peer-reviewed research published in Knowledge and Process Management shows that Asian collectivism impedes remote work. But even here, America’s flexible approach is making inroads, creating a hybrid model that balances traditional values with modern efficiency.

    Europe finds itself at a crossroads, aligning with both traditional office culture and the new frontier of remote work. It’s a dance between the old and the new, with the American influence acting as the choreographer, creating a harmonious blend.

    The low levels of return to office in the U.S. are not just a response to current circumstances; they are a blueprint for a new way of working. This success story has become an export, a lesson plan for businesses around the world looking to adapt, innovate and thrive.

    From boardrooms in Sydney to startup hubs in Berlin, the ripples of American flexibility are being felt. The influence goes beyond mere imitation. The perceived ideal mix of days working at home versus in the office reveals a global conversation shaped by American influence. APAC, EMEA, and the Americas are crafting unique blends, reflecting regional needs and global trends. America’s leading role in this conversation is evident, setting the stage for a future where flexibility is the norm, not the exception.

    Indeed, the Harvard Business Review article points out that American business practices are recognized widely as the best around the world, which paves the way for broader adoption of remote work worldwide. The most recent iteration of the survey, conducted in July 2023, asks, “Looking forward to five years from now, what share of your firm’s full-time employees do you expect to be in each category [fully in-person, hybrid, fully remote] in 2028?” The current share of in-person, hybrid, and remote workers is 75%, 14%, and 10%. In 2028, the 500 executives expect the share of in-person, hybrid, and remote workers to be 73%, 16%, and 11%. So, despite the extensive headlines about returning to the office after Labor Day, the reality is that the future will see more flexible work in the U.S., not less. And if the future is more flexible work in the U.S., it means the future is more flexible work globally as well.

    Remote productivity — the American blueprint

    In the Americas, 50% of respondents rated remote productivity as 5/5, a statistic that speaks volumes about the confidence and competence with which American businesses have adopted this new paradigm. This success story isn’t confined within national borders; it’s a lesson being studied and applied worldwide.

    American businesses have bridged the physical gap with technology and innovation. From cutting-edge collaboration tools to advanced cybersecurity measures, the technological prowess of American companies has enabled a seamless transition to remote work. This technological blueprint is now being exported, guiding global businesses in building their virtual bridges.

    Regions like APAC and EMEA have their unique cultural contexts, but the American model of remote productivity is influencing these landscapes. The lessons learned from America’s success are helping these regions navigate the challenges and opportunities of remote work.

    The lower concerns about productivity in the Americas (11%) compared to APAC or EMEA (both 22%) aren’t just numbers; they’re a reflection of a well-crafted approach that balances efficiency and wellbeing. American businesses have not only maintained productivity but have enhanced it, creating an environment where employees thrive. This balanced approach is a model for global businesses seeking to create a productive and healthy remote work culture.

    American businesses have shown remarkable agility in adapting to the remote work environment. This agility is not reactive but proactive, driven by a vision of a future where work is not confined to physical spaces. The adaptability of American businesses is a guiding star for global companies seeking to be future-ready. That’s what I observe in my 5-10 conversations with global leaders every week who are trying to figure out how to adapt the best practices in the U.S. for hybrid work to their own contexts so as to boost productivity while improving retention and cutting costs.

    The human aspect — beyond technology

    Happy employees make thriving businesses. The Americas, with their flexible approach, score high on engagement (3.6/5), while EMEA and APAC lag (both 3.2/5). It’s a dance of satisfaction, where the rhythm of flexibility creates a joyous performance.

    High employee engagement in the Americas is more than a metric; it’s a philosophy. It reflects a commitment to creating a work culture where employees feel valued, connected, and empowered.

    The embrace of remote work in the United States is not merely a technological triumph; it’s a human achievement. It’s about creating virtual spaces that foster connection, collaboration, and community. It’s a holistic approach that recognizes that business is not just about transactions but about relationships.

    In the American business landscape, emotional intelligence is no longer a soft skill; it’s a vital asset. Leaders are learning to navigate virtual spaces with empathy, understanding, and compassion. They are not just managing tasks but nurturing teams, building trust in an environment where face-to-face interactions are limited.

    American businesses have recognized that remote work, while offering flexibility, also presents challenges to mental wellbeing. Initiatives focusing on mental health, work-life balance, and employee wellness are not just trends; they’re integral to the American approach to remote work. They reflect a deep understanding that productivity and wellbeing are intertwined.

    American companies are pioneering ways to build virtual communities that transcend the screen. From virtual coffee breaks to online team-building activities, they are crafting experiences that replicate the camaraderie and collaboration of physical offices. These practices are lessons for the world on how to turn virtual spaces into vibrant communities.

    Recognition and rewards are taking new forms in the virtual world. American businesses are innovating in celebrating successes, acknowledging efforts, and fostering a culture of appreciation. These practices are inspiring global businesses to reinvent their recognition strategies in a remote work environment.

    The concern about missing social connections is not unique to the Americas (78%), but the way American businesses are addressing this concern is noteworthy. They are not just connecting employees; they are reconnecting humanity in a virtual world.

    Mentorship and collaboration have found new expressions in the American virtual workspace. Mentorship is no longer confined to office corridors but extends across digital platforms. Collaboration is not just about projects but about shared learning, growth, and innovation.

    American businesses are leveraging remote work to foster diversity and inclusion. Remote work is not just breaking down office walls; it’s breaking down barriers and creating a global family that celebrates diversity, inclusivity and unity.

    Related: Our Brains Will Never Be The Same Again After Remote Work. Forcing Your Employees To Readapt to The Office Is Not The Answer.

    Conclusion: The dawning of a shared era

    The tale of American flexibility is not a chapter in a national story; it’s a volume in the annals of global business. Renowned for being the most advanced, American practices are not merely setting standards; they are weaving a narrative of shared growth, mutual respect and universal adaptability.

    As businesses across the globe learn from America’s wisdom, they too will evolve, becoming more flexible, more connected, more human. This shared journey towards a brighter, more resilient future is not mere imitation; it’s evolution, it’s collaboration, it’s the dawn of a new era.

    This snapshot, rich and insightful, is a window into a world that’s continually transforming, guided by the pioneering spirit of America’s expertise and vision. The world is on the brink of a new age, and America’s advanced practices are the compass, the guide, the inspiration.

    The future is not just flexible; it’s united, it’s promising, and it begins here. Let us not just observe this transformation but be part of it, guided by wisdom, enriched by diversity, and united by a common goal. The curtain is rising, the world is watching, and the show is only just beginning.

    Gleb Tsipursky

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  • 3 Leadership Lessons For Effectively Managing Remote Teams | Entrepreneur

    3 Leadership Lessons For Effectively Managing Remote Teams | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Even as bankers urge companies, especially publicly traded, to return to their sprawling office complexes because commercial loan delinquency rates are the highest since the pandemic began, remote work is now firmly embedded in work culture. While financial puppeteers pull market strings on the ground, there’s no question that workers and leaders are facing off into a new world of work.

    My PR agency, celebrating 15 years in business this year, has always been remote. Much of this was out of necessity, but it was also born from my own experiences of efficiency as a remote worker in 2008. For context, in 2008, there was no Zoom and Skype was janky at best, creepy and weird at worst; there was no Slack or Teams. As they say, necessity is the mother of invention, and over the years, I learned a few things about managing a team remotely.

    Today, I consider these systems and processes one of our greatest strengths because our talent pool is limitless and our team and clients are happier. But these systems haven’t been without trial and error, and I’ve learned productivity and outcomes are the essential success ingredients of remote-first environments.

    Related: How to Build a Thriving Organizational Culture in a Remote Workplace

    1. Hire for emotional intelligence

    In my experience, emotional intelligence is the number one attribute determining whether someone can work effectively remotely.

    Studies show remote workers work longer and harder; a recent study that tracked 60,000 Microsoft workers showed the average worker saved 72 minutes in daily commuting but spent an extra half-hour each day working, an additional two hours a week.

    Because of extra time spent at work, a more significant challenge is ensuring remote workers don’t burn out. As a leader, make the extra effort to ask people how they are because you won’t be running into them in the hallway — 15-minute touch bases without a string of action items are an excellent way to connect and keep emotionally intelligent people emotionally engaged.

    It isn’t all that difficult to quantify emotional intelligence — emotionally intelligent employees are empathetic, self-directed, know how to express their needs, are curious, and are receptive to feedback. Emotionally intelligent people also know how and when they work best.

    Progress, rather than perfection, drives emotionally intelligent people, so the next tip is critical to success in remote work culture.

    Remote work culture requires mutual respect. Leaders should also be emotionally intelligent, seeking to be empathetic and solution-oriented rather than enforcers. Leaders should over-communicate their agendas and availabilities as an example rather than a requirement; emotionally intelligent team members will pick up on the signal.

    Related: Emotional and Social Intelligence Matter for Today’s Hybrid Workforce. Do You Know Why?

    2. Set clear goals and objectives

    When I hear stories of managers finding out employees have been using screen trackers to make it look like they are working, I know they haven’t hired for emotional intelligence and I know they haven’t set clear goals and objectives.

    Modern leaders need to rethink how we evaluate team members.

    According to a Stanford University study, remote workers are 13% more productive. Why waste this productivity by insisting on hour tracking? Even in an office environment, no one sits at their desk 10 hours a day and works productively.

    So rather than think of output in terms of hours worked, think about output in terms of contributions. What exactly should an employee be delivering? What KPIs should an employee be tracking for themselves? What is the contribution expected from their role? Suddenly, leaders have a clear view of their most valuable team members, and team members know what’s expected of them.

    Related: How to Keep Remote Workers Productive and Happy

    3. Use technology, but wisely

    It takes 15-20 minutes to get into the flow state, which means every time we’re interrupted, we take that long to get back up to the productivity level we were at just before the interruption. We have all gotten used to the many productivity benefits of technology, but not all technology benefits productivity.

    Notifications are the enemy of focus. Set up a hierarchy of communication. For example, non-urgent or outer office communication can usually happen via email. Slack and/or Teams, practically required for remote culture, are excellent for quick questions or urgent matters. But it’s essential to encourage these channels as professional communication channels, not water coolers. Having a communication channel that dings and pings with GIFs and meme threads all day isn’t productive. It’s not that there isn’t any room for fun; it’s that in a remote environment, providing focus is more critical than providing release. After all, unlike traditional office environments, a team member can take a walk around the block or cuddle with their pet for 10 minutes to blow off steam; they don’t need an intra-office chat for that. Normalize ways to blow off steam rather than having a Slack channel that pings and dings all day with minor grievances.

    I’ve found that project management software is a lot more work for our teams than it saves. Some exceptions exist, but I think most teams can work effectively without a third-party platform. Excel and Google Sheets can send an email when documents are updated. Use it.

    Scheduling meetings has never been more accessible, but that also means it’s more complicated than ever to have control of your calendar. Enabling company-wide “meeting-free” times (Fridays are a good day for this) is an excellent use of calendaring tools and allows everyone some guaranteed productivity time. Also, it’s great that we have so many ways to communicate, but if there are more than three messages or emails on a topic, it’s time to schedule a call. Sending emails back and forth has diminishing returns when it could be as easily solved with a 10-minute call.

    Remote work is here to stay; it’s important for modern companies to find their place in this new professional order. Protecting balance, contributions and focus are the pillars of success for both leaders and their teams.

    Tara Coomans

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  • Your Return to Office Strategy is Destined to Fail Without These 4 Steps | Entrepreneur

    Your Return to Office Strategy is Destined to Fail Without These 4 Steps | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    The decision on long-term return to office and hybrid work arrangements is no small matter. It’s like choosing between a thrilling roller coaster ride and a serene Ferris wheel experience — there’s no one-size-fits-all solution. As a leader, making the right choice for your organization is crucial, but haste makes waste. That’s why you need a thorough, transparent and evidence-driven process to avoid potential pitfalls and ensure success.

    The perils of impatience: Why rushing is a recipe for disaster

    Imagine throwing a dart at a dartboard, blindfolded, while standing on a skateboard. This is what making a rushed decision on office and hybrid work arrangements looks like. You might hit the bullseye, but chances are, you’ll miss the mark. A hurried decision can lead to a myriad of problems, including undermining retention, recruitment, engagement, productivity, development of junior staff, innovation, collaboration and culture. That’s what I tell the leaders of companies I’m helping determine and implement their return to office and hybrid work arrangements who, in my experience, invariably try to rush the process. An important part of my role is holding them back from making snap judgments and following their gut intuitions, which can lead to a biased decision.

    And even if they make the right decision, but skip the process in doing so, they will lack buy-in from their staff. While making the right decision on long-term return to office and hybrid work arrangements is, of course, essential, securing employee buy-in is critically important. In other words, the right decision-making is necessary, but not sufficient: the perfect policy means little if your employees aren’t onboard. Rushing to judgment and ignoring the voices of your workforce can lead to staff resistance, attrition, disengagement and harm to morale. This is why following the process outlined in this article is crucial.

    Picture your organization as a symphony orchestra. Each employee is a musician, and their buy-in is the harmony that brings the performance to life. Without that harmony, the music is disjointed, and the audience — your clients and stakeholders —will notice. By involving your employees in the decision-making process, you create a sense of ownership and commitment that paves the way for a successful transition.

    For example, a regional insurance company I worked with once rushed into a decision on hybrid work without consulting its employees. The result? A sharp decline in employee morale, a surge in turnover, and a loss of potential talent to competitors. The company was left scrambling to remedy the situation. Don’t let this be you.

    Related: Our Brains Will Never Be The Same Again After Remote Work. Forcing Your Employees To Readapt to The Office Is Not The Answer.

    Surveys and focus groups for information gathering and buy-in

    To avoid the pitfalls of impatience, your organization must embrace a thorough, transparent and evidence-driven process. Picture it as constructing a sturdy bridge to cross the turbulent waters of change. This process involves four essential components.

    Your first step should be conducting a survey of your employees to gather their perspectives on return to office and hybrid work arrangements. It’s like asking a room full of moviegoers whether they prefer popcorn or candy — everyone’s preferences matter. This invaluable data will provide a solid foundation for informed decision-making. And it will help your employees feel heard and listened to, which is an essential part of the process.

    Next, conduct focus groups to dive deeper into the survey findings. This will help you understand the motivations and reasons behind your employees’ responses, and will also build further buy-in.

    Sure, focus groups can be quite a bit of work, and are best done with an external facilitator. However, focus groups will provide valuable information you might not have considered or received from the survey. Case in point, one of my clients — a professional services company with about 100 staff — found that their employees were divided over remote and office-based work. Through focus groups, they discovered that employees with young children preferred remote work for flexibility, while junior staff wanted more office-based work to get mentoring. Understanding these motivations helped the company create tailored solutions for different employee groups.

    While doing the focus groups, make sure to experiment with getting employee feedback on a variety of options you might be considering. That will lay the groundwork for the eventual option you choose, both from having gotten feedback from the focus groups and through the focus group participants spreading the information about the options through the grapevine.

    Yes, of course, the ground rules of the focus groups require employees to keep what happens in the focus group inside the focus group. But let’s be real: In my experience, employees inevitably talk about what happened, especially on matters as important to their daily lives as their long-term hybrid work arrangements. So you might just as well make lemonade out of the lemons of leaked information by getting your staff prepared for whatever option is inevitably chosen.

    C-suite decision-making based on the information gathered

    Third, I present the survey and focus group findings to C-suite executives, followed by one-on-one discussions to gather their perspectives. This provides an opportunity to address questions, explore the impact of the data on decision-making, and evaluate alignment across the leadership team. It also helps develop an agenda and priorities for the last of the components of the process: the decision-making session.

    Fourth and last, arrange an offsite meeting for C-suite executives to review the reports, external benchmarks and data from other companies. Here, they’ll make a well-informed decision on return to office and long-term hybrid work arrangements, and develop a plan to measure success and revise policies as needed.

    Think of this offsite as a gourmet kitchen where your leadership team can cook up the perfect recipe for your organization’s future. This collaborative environment will encourage fruitful discussions and enable the team to weigh the pros and cons of different options based on the collected data and insights.

    A mid-size IT company, grappling with the challenges of transitioning to a hybrid work model, held an executive offsite to analyze the gathered data and external benchmarks. As a result, the company crafted a tailored hybrid work policy that took into account employee preferences, industry standards and company culture. This policy not only improved employee satisfaction but also boosted productivity and collaboration.

    Implementing the plan and overcoming resistance to change

    Once you’ve implemented the chosen policy, remember that Rome wasn’t built in a day. Continually monitor its success, evaluate its effectiveness and adjust as needed. After all, just like a fine wine, the perfect hybrid work policy may require some refining over time.

    I know of a large law firm in a Midwestern city that initially implemented a flexible hybrid work arrangement but soon found that it led to decreased collaboration and mentorship opportunities for junior staff. By closely monitoring the situation, the firm identified the issue and adapted their policy, introducing a mentoring program to ensure more guidance for junior employees.

    Related: Junior Staff Are Struggling to Adjust to Flexible Schedules, But Forced In-Office Mandates Are Not The Answer — This Is.

    Change is often met with resistance, and transitioning to new work arrangements is no exception. All of the previous parts of the process helped gain investment and buy-in, and your staff will be much more likely to accept the decision made, even the ones who don’t like some aspects of the chosen policy. However, you’ll still get some opposition.

    To minimize pushback and foster a smooth transition, open communication is key. Keep your employees informed throughout the process of implementation and give them a platform to voice their concerns.

    For instance, a multinational consumer packaged goods company faced resistance from some employees when transitioning to a flexible hybrid work model. By addressing their concerns through town hall meetings and providing resources to help them adapt, the company was able to win over the large majority of skeptics and ensure a successful transition.

    Ultimately, the success of any work arrangement hinges on considering the human factor. Empathize with your employees’ needs and aspirations, and you’ll be well on your way to creating a harmonious work environment that drives engagement, productivity, and innovation.

    A late-stage biotech startup chose to implement a hybrid work model that prioritized employee well-being and work-life balance. The company’s management demonstrated empathy and understanding, leading to increased employee loyalty, productivity, and retention.

    Conclusion

    When making a decision on long-term return to office and hybrid work arrangements, it’s crucial to embrace a thorough, transparent and evidence-driven process. By following the four-pillar approach outlined in this article, you’ll lay the groundwork for a successful transition that benefits both your employees and your organization. Just remember, like a skilled gardener cultivating a beautiful garden, patience, care, and attention to detail are key to achieving the perfect balance between office and hybrid work arrangements.

    Gleb Tsipursky

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  • How Hybrid Work Has Given Family Caregivers a Lifeline | Entrepreneur

    How Hybrid Work Has Given Family Caregivers a Lifeline | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Hybrid and remote models are not just influencing how we do our jobs but significantly transforming the approach towards elder care. These new work formats have empowered the way we care for our elderly loved ones while diminishing the previously unchallenged role of senior housing facilities.

    Unfortunately, newspapers like The Wall Street Journal are decrying this change with headlines like “Is Work From Home to Blame for Senior Housing’s Muted Recovery?” Such pieces smack of an anti-consumer, anti-family and pro-special interest attitude. Instead, we should celebrate consumers not having to shell out money unnecessarily for services they don’t need on senior living, while also maintaining multi-generational family units that strengthen family bonds.

    Related: Addressing Employee Elder Care Issues Is Good Business

    The benefits of hybrid work for the “sandwich generation”

    The advent of hybrid work schedules has proven to be a game-changer for a particular group of people known as the “sandwich generation,” middle-aged adults — often between their 40s and 50s — caught between the responsibilities of raising their children and caring for aging parents. Before the rise of hybrid work models, these individuals often felt like they were in a tug-of-war, being pulled in multiple directions at once.

    But now, the paradigm has shifted dramatically. The flexibility of hybrid work has transformed this seemingly endless juggling act into a more manageable, even gratifying endeavor. It’s as if they’ve been given a magic wand, turning a high-stakes balancing act into a well-choreographed ballet.

    Picture this: An employee, let’s call her Lisa, is in the middle of her workday. In the traditional work model, she would be in her office, miles away from her elderly mother and children. Now, working remotely, she can attend a virtual meeting, then immediately switch gears to help her child with homework and later accompany her mother to a routine doctor’s appointment, all without leaving her home.

    This seamless integration of professional and personal life has become a reality thanks to hybrid work. The days of Lisa rushing through traffic, anxiously glancing at the clock as she races from the office to a nursing home, are a thing of the past. Now, Lisa can fulfill her role as a loving daughter and mother, all while continuing to excel in her career.

    Moreover, this shift isn’t just benefiting Lisa. It’s positively impacting her entire family. Her elderly mother gets to spend more time with her family, her children are receiving more attention and guidance, and Lisa herself is less stressed and more fulfilled. This new work model has not only given her the flexibility to manage her time better but also the satisfaction of knowing she is there for her loved ones.

    In this way, the rise of remote and hybrid work models is not just a trend, but a societal shift that is empowering the “sandwich generation” and transforming the dynamics of family care. It’s a radical change that is having profound impacts on families, businesses and communities across the country.

    Remote work schedules have come as a much-needed boon for those juggling the dual responsibilities of raising children and caring for older parents, often referred to as the “sandwich generation”. The flexibility of hybrid work is turning what once was a stress-inducing juggling act into a more manageable endeavor.

    Now, with flexible work hours, employees can attend to elder care responsibilities without the fear of compromising their careers. The days of rushing from the office to a nursing home are being replaced with a seamless transition from professional tasks to personal responsibilities, all within the comforts of home.

    Reframing the senior housing narrative

    The era of hybrid work has led to a shift in focus from senior housing facilities to home-based care, causing a noticeable decrease in demand for the former. Some media outlets, such as The Wall Street Journal, have negatively framed this trend, attributing the muted recovery of the senior housing market to the rise of remote work. However, this perspective only captures a part of the broader narrative.

    Rather than viewing this as a setback for senior housing providers, it is essential to see it as an opportunity for innovation and adaptation. After all, progress and innovation are born out of change. Just as a chameleon changes its colors to adapt to its environment, senior housing providers need to adapt to the evolving needs and expectations of their customers.

    In the past, the senior housing sector may have been the go-to solution for families juggling work and elder care responsibilities. But now, as hybrid work becomes the norm, families have the flexibility to care for their loved ones at home. This shift doesn’t necessarily signal a death knell for the senior housing industry. Instead, it offers an opportunity for these facilities to reinvent their services and find new ways to support families.

    For instance, senior housing providers could offer more flexible, part-time care services for families who need support but not full-time care. They could also develop programs that help the elderly stay engaged and connected with their communities while living at home. In essence, this is a time for the industry to creatively respond to the changing landscape of elder care.

    From a financial standpoint, this shift towards home-based care presents families with potential significant savings. Rather than seeing this as a threat to the senior housing market, we should see it as an opportunity for families to better allocate their resources. The money saved from reducing reliance on full-time senior care facilities can be redirected towards enhancing the quality of life for the elderly or investing in other areas like education for the younger generation.

    In reframing the narrative, we should celebrate this change as a positive evolution in the way we care for our elders. This shift is not about choosing one form of care over another, but about providing families with more options to choose what works best for them. The rise of hybrid work has catalyzed this change, and it’s up to all of us to embrace it and adapt accordingly.

    Related:

    A win-win scenario for families and businesses

    The shift towards hybrid and remote work is indeed a win-win scenario. It allows employees to strike a better work-life balance, and businesses to retain valuable staff who previously struggled with care responsibilities. It’s about time we celebrate this change instead of resisting it, as I tell companies that ask me to help them figure out their hybrid work models.

    The transformation of our work culture has far-reaching effects, extending beyond the confines of our workspaces and into our family lives. The shift to hybrid work is driving change in elder care, demonstrating the profound impact of workplace flexibility on various aspects of life.

    Rather than lamenting the challenges, let’s embrace the opportunities this change brings. The hybrid work model has already shown its potential to benefit our careers and care duties. It’s fostering stronger family bonds by maintaining multi-generational family units and reducing unnecessary expenditure on senior living services. That’s a future worth celebrating!

    Gleb Tsipursky

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  • 4 Things To Look For When Hiring a Remote Team | Entrepreneur

    4 Things To Look For When Hiring a Remote Team | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    While adoption rates vary by country, industry and company size, the remote working trend continues to gather momentum as more employees demand flexible working arrangements, and many organizations recognize the potential benefits, such as increased productivity, reduced overhead costs, and access to a larger talent pool.

    At the same time, we’ve seen high-profile companies like Apple, Amazon, OpenAI, Google, Microsoft, Meta, Starbucks, Disney and Goldman Sachs, among others, rolling back fully remote workplace policies.

    Leaders at these companies are mandating that staff hired for office work return to the office, citing reduced productivity and organizational efficiency, and stifled innovation and creativity as primary reasons for their decision.

    This shift to hybrid workplace policies and stricter return-to-office mandates underscores the importance of hiring the right-fit employees suited to thrive in a remote environment to ensure the effectiveness and sustainability of the model.

    Related: A New Remote Work Trend is Helping Employers Retain Talent Amid Labor Market Pressures

    Our fully remote business has navigated a period of exponential growth in the number of passionate people we employ from countries across the globe. During this time, we have identified four key qualities and attributes that we look for to ensure we hire staff who thrive in the remote work environment.

    1. Confidence to take initiative

    Siloed and structured roles and responsibilities characterize the traditional corporate environment, which suits certain personality types and mindsets.

    But the fully remote organization requires employees who thrive with unconstrained mandates. They also need the confidence, creativity and innovation mindset to deliver value beyond their basic job role and meet the company’s strategic objectives.

    Identifying and hiring talented individuals who want to break free from a complex and toxic corporate environment for better work-life balance and personal and mental well-being are ideal candidates. These individuals typically thrive with the new-found freedom to work how, when and where they want, which can produce innovative and beneficial outcomes for the organization.

    For example, a newly recruited Country Manager of ours took the initiative to grow the regional business by developing completely new processes and procedures from scratch, despite not having any experience with this management aspect. His proactive efforts successfully built the business in his region and were replicated in other key regions to grow the business.

    Related: How to Identify and Nurture the Leadership Potential of Your Employees

    2. A growth mindset

    Career pathways in conventional company structures are typically rigid, linear and predictable. In contrast, fully remote companies’ potential for growth and development is less constrained.

    As such, when fully remote companies identify and hire employees who see beyond the corporate ladder and create opportunities for professional and personal development within and beyond their conventional job role, remote companies can develop and nurture talented individuals who contribute immeasurably to the company’s success.

    This was demonstrated when we hired someone who previously worked as an import-export specialist to fulfill a Customer Support Lead role. He leveraged his flexible, fully remote working environment to study User Experience (UX) courses to expand his knowledge. After completing his UX design studies, he completely transformed his career path and now works as a UX Researcher and Designer, creating new experiences and solutions that make customer lives easier, which offers the business a competitive advantage.

    Related: How to Instill and Foster a Growth Mindset in Your Employees

    3. Cross-functional capabilities

    While cross-functional teams have become commonplace in conventional organizational structures to drive innovation, every fully remote company needs cross-functional employees.

    Small companies can benefit immensely from building broad expertise and a more diverse skill set among staff by creating opportunities to work collaboratively with other people in the business. These experiences help employees learn about different systems and develop new skills across different roles within the business.

    This experience can help employees develop cross-functional capabilities and grow in unconventional ways to potentially fulfill multiple roles within the business or evolve into hybrid roles that offer more value to the organization by fulfilling multiple functions or providing support across teams.

    These cross-functional employees, with their multifaceted capabilities, can help the business grow without unnecessarily increasing headcount or costs to the company, which can accelerate company growth and fast-track success.

    4. Passion and purpose

    There are clear links between employee retention and productivity when staff find purpose in their work and are afforded opportunities to pursue their passions.

    The virtual working environment offered by fully remote businesses allows individuals to pursue their purpose by securing work in their preferred field — no matter where they are in the world — with the flexibility to pursue their passions, even if those projects or pursuits fall outside their daily job role. The most common example cited among fully remote employees is the ability to travel while continuing to work and earn an income.

    When passion and purpose intersect within a job role or the organization, it typically creates the most fulfilling form of work and attracts the most committed employees.

    Max Azarov

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  • Is Remote Work Becoming Less Popular? | Entrepreneur

    Is Remote Work Becoming Less Popular? | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    This story was originally reported on ReadWrite.

    Ever since the COVID-19 pandemic, remote work and hybrid work have encroached their way into normalcy. Now that many people have gotten used to this arrangement, with some of those people thriving in it, it’s unlikely that remote or hybrid work will ever go away.

    Related: Employers: The Burden of Going Back Into The Office Is Not as Bad as You Think — It’s Worse.

    Deanna Ritchie

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  • Camera’s On Or Off? Let’s Settle The Debate on Video Meetings Once and For All. | Entrepreneur

    Camera’s On Or Off? Let’s Settle The Debate on Video Meetings Once and For All. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As we navigate the post-pandemic world, the question of how to conduct effective video meetings has become a hot topic. One particular point of contention is whether to keep cameras on or off during these meetings. As an expert in hybrid work models, I’ve had the privilege of helping numerous organizations navigate this new terrain. Recently, I had an enlightening conversation with Nick Bloom of Stanford University, who is one of the leaders of the WFH Research group and has conducted extensive research on this very topic.

    Related: 5 Ways to Keep Engaged During Boring Virtual Meetings

    The case for cameras on

    Nick’s research — which surveyed 10,000 working Americans — revealed some surprising facts. Even in small meetings of four people or less, less than half of the participants had their cameras on all the time. This was a surprising revelation, considering the common assumption that smaller meetings would naturally encourage more camera usage.

    The research also found that having cameras on during meetings significantly increases engagement. Half of the respondents reported feeling more engaged when their cameras were on, and they perceived others in the meeting as more engaged as well. This symmetry in perception is a strong argument for the “cameras on” camp.

    This finding is particularly significant in the context of the hybrid work model. With employees working remotely, video meetings are often the only opportunity for face-to-face interaction. The visual cues that come with having cameras on — the nods of agreement, the puzzled frowns, the smiles of understanding — can go a long way in fostering a sense of connection and collaboration.

    The downside of constant visibility

    However, it’s not all rosy in the world of video meetings. I brought up a study in the Journal of Applied Psychology in 2021 that showed that having cameras on during meetings can lead to increased fatigue. This is a significant concern, as employee well-being is a crucial factor in productivity and overall job satisfaction.

    Nick Bloom agreed with this finding, noting that being more engaged in a meeting, which is more likely when your camera is on, can indeed be more tiring. It’s akin to the difference between sitting through a math exam versus randomly ticking off answers. The former requires more mental energy and concentration, leading to fatigue.

    This raises an important question: Is the increased engagement worth the potential fatigue? The answer, as is often the case, is not black and white. It depends on a variety of factors, including the nature of the meeting, the participants involved, and the overall work culture of the organization.

    Striking the right balance

    So, how do we reconcile the need for engagement with the potential for fatigue? The key lies in finding the right balance and setting appropriate norms. For smaller meetings, it’s advisable to encourage camera usage. However, it’s also crucial to avoid back-to-back meetings, which can exacerbate fatigue.

    Institutions like Harvard and MIT have adopted a practice of leaving a 10-minute gap between classes to allow students to rest and recharge. This practice can be effectively applied to the corporate world as well, with meetings ending five minutes before the hour or half-hour to give employees a chance to take a break.

    This approach not only helps to mitigate fatigue but also allows employees time to process the information from the meeting and prepare for the next one. It’s a simple yet effective way to enhance the productivity and effectiveness of video meetings.

    The importance of meeting standards

    The decision to turn cameras on or off could also be guided by the nature and importance of the meeting. For instance, in a weekly standard meeting where everyone is merely sharing reports, only the presenter might need to have their camera on. However, for more collaborative meetings where observing body language and reactions is crucial, having cameras on would be beneficial.

    If a meeting is deemed non-critical, and participants can afford to pay half attention, perhaps that meeting should be reconsidered or converted into a written format. This approach would save time and reduce unnecessary fatigue. It would also respect the time and energy of the participants, allowing them to focus on tasks that require their full attention.

    In contrast, for meetings that require active collaboration and discussion, having cameras on can significantly enhance the quality of the interaction. Being able to see each other’s expressions and reactions can foster a sense of connection and mutual understanding that is hard to achieve through voice alone.

    Related: Why Meeting Culture is Draining your Employee’s Strength and Productivity

    The final verdict

    While having cameras on during video meetings can enhance engagement, it’s essential to be mindful of the potential for fatigue. By setting clear norms, allowing for breaks between meetings, and considering the nature and importance of each meeting, we can optimize the use of video meetings in the hybrid work model.

    The world of work is continually evolving, and as we adapt to these changes, it’s crucial to keep the well-being and productivity of employees at the forefront. The debate of camera on or off is just one aspect of this larger conversation. As we continue to explore and understand this new terrain, let’s remember to keep our focus on creating an environment that fosters engagement, productivity and overall job satisfaction.

    Remember, the goal isn’t just to survive in this new world of work, but to thrive in it. So, the next time you find yourself in a video meeting, consider the impact of that little camera icon. It’s not just about visibility, but about engagement, productivity, and well-being.

    As we continue to navigate the hybrid work model, let’s keep the conversation going. Let’s keep questioning, exploring and finding the best ways to work in this brave new world. After all, the future of work is here, and it’s up to us to shape it.

    The debate over camera usage in video meetings is a microcosm of the broader challenges we face in the hybrid work model. It’s a reminder that we need to continually reassess and adapt our practices to ensure that they serve the well-being and productivity of our employees.

    So, whether you choose to turn your camera on or off in your next video meeting, remember that the ultimate goal is to create a work environment that is engaging, productive, and respectful of the well-being of all participants. And that is a goal worth striving for.

    Gleb Tsipursky

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  • Why Hybrid Work Will Win Out Over Remote and In-Person | Entrepreneur

    Why Hybrid Work Will Win Out Over Remote and In-Person | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    The Covid-19 pandemic has handed us a Rubik’s cube, transforming how and where we work. With the gift of hindsight, we can start to solve this complex puzzle, understanding what works best for productivity working from home, per a new white paper on this topic by researchers from Stanford University, University of Chicago, and the Instituto Tecnológico Autónomo de México.

    This compelling research provides a new and definitive level of insights that I will be sharing with clients who I help guide in figuring out the future of work.

    The discordant notes of fully remote work

    When considering work from home, it’s crucial to differentiate between two distinct styles: fully remote and hybrid work.

    Studies by Emmanuel and Harrington (2023) and Gibbs et al. (2022) highlight the discordant notes of fully remote work. To illustrate, imagine workers as runners on a track. When the gun fires, and workers go fully remote, our sprinters stumble, tripping over an 8% to 19% reduction in productivity.

    Challenges in communication and innovation — likened to a game of telephone where messages get distorted — can stifle productivity. Like playing Jenga in the dark, building new connections becomes more challenging in a remote setting (Yang et al., 2021).

    Now, imagine trying to cook up a Michelin-star meal in a cluttered kitchen. The ingredients of creativity are there, but the chaos makes it harder to focus. Brucks and Levav (2022) found that fully remote teams struggled in this cluttered kitchen, producing lower-rated product ideas.

    An orchestra without a conductor might start playing out of tune. Similarly, in a remote setting, it’s easier for employees to deviate from tasks, leading to the “shirking from home” phenomenon. It’s the proverbial battle between the allure of your Netflix queue and that daunting spreadsheet.

    Thus, fully remote work is best for individual contributors who are self-motivated. Those employees who work in more collaboration-focused roles, or individual contributors with poor motivation, would best work in a hybrid setting.

    Related: Remote Work Skeptics Are Forgetting Their Most Valuable Asset: Their Customers. Here’s Why.

    The harmony of hybrid working

    The researchers find the rhythm of hybrid working more harmonious. As though conducting an orchestra with precision, hybrid work schedules allow employees to strike a balance between remote and in-office work. The recent research sings in its favor.

    An early study by Bloom et al. (2015) serves as our overture. Picture employees as instruments in an orchestra. In a hybrid setting, our instruments were 13% more melodious. They hit more notes (9% more working time) and hit them with more finesse (4% greater efficiency per hour).

    Additionally, studies by Choudhury (2020) and Choudhury et al. (2022) demonstrate that the sweet melody of hybrid work can increase productivity and job satisfaction. Employees not only produced more (a 5% to 13% increase in productivity) but also felt happier doing it.

    Furthermore, Bloom, Han, and Liang’s (2022) randomized control trial lends more support to this tune. It revealed that productivity either stayed the same or increased by around 4%. A perfect harmony, you might say.

    Our encore is the positive self-assessments of hybrid workers. As if applauding their own performance, hybrid workers reported 3% to 5% increases in productivity (Barrero et al., 2023). The international echo was similar, with positive reports from around the world (Aksoy et al., 2022).

    Conducting the future of work

    Blanket return to office mandates, especially for full-time in-office work, harm productivity by decreasing employee engagement. That’s why I see so many clients adopting a flexible hybrid work model as the most harmonious tune for productivity. Like a symphony that hits all the right notes, it’s poised to become the standard performance for advanced economies.

    So why, you might ask, would an organization choose the discordant notes of fully remote work? The researchers find that it boils down to cost savings, like tuning your business guitar to play more economically. Remote employees require less office space and can be hired at lower wages.

    So overall, depending on the organization and business model, you might get a higher return on investment from remote workers even for collaborative roles. In other words, the reduction in productivity per employee might be overcome by the reduced cost of each employee.

    Moreover, the researchers only evaluated remote work productivity where managers used traditional, office-based collaboration and leadership methodology. I’ve seen fully remote teams and even companies succeed when they apply new techniques and effective technology stacks to work remotely; it does take more discipline and effort to do so, and requires training managers to manage remote teams.

    The researchers themselves suggest that as technology improves, the number of people working remotely will increase. Still, at this stage, for most clients, I recommend a hybrid-first, flexible model, where teams make the decisions on when they need to come in together based on the activities best done in the office: synchronous collaboration, mentoring and training, socializing, and nuanced conversations. That approach results in the highest engagement and productivity while boosting retention and wellbeing.

    Related: Employers: Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why and How to Fix Them.

    Final bow

    Let’s take our final bow and appreciate this: Remote work is here to stay. But let’s be discerning conductors, choosing the most harmonious tune – the hybrid work model. Not only does it strike the right balance for productivity, but it also sets the stage for a more dynamic, adaptable, and resilient business environment.

    Gleb Tsipursky

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  • 68% of Companies Are Making This Critical Mistake in Their Approach to Hybrid Work | Entrepreneur

    68% of Companies Are Making This Critical Mistake in Their Approach to Hybrid Work | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Picture this. You’re assembling a piece of furniture from a box, but the instruction manual is missing. You have all the tools, all the parts, but you’re at a loss about where to start. This is what a hybrid work model without proper documentation feels like. It’s like being in a spaceship without a navigation system.

    Recent research conducted by McKinsey has shown that a whopping 68% of companies lack a structured “playbook” to guide their hybrid work model. I was surprised to see this, as I always work with clients who I help develop a hybrid work model on a clear and transparent playbook for them to use going forward, which later formed the basis for my best-selling book on hybrid work.

    With the Covid-19 pandemic sparking an unprecedented shift to remote and hybrid work environments, it is paramount for businesses to iron out their approach. The old adage, “If you fail to plan, you plan to fail,” holds true now more than ever.

    Dissecting the survey

    The McKinsey survey assessed how well companies implemented 12 identified key practices for an effective and sustainable hybrid work model. Interestingly, a major pitfall for most companies lay in creating an equilibrium between on-site and remote work — a “true hybrid” model, if you will.

    In a sense, it’s like trying to play a symphony with a missing sheet of music. The performers have their instruments, they’re keen, they’re talented, but without the conductor’s guidance, they’re unable to synchronize their efforts. It’s a clear miss on performance improvements and efficient real estate utilization, akin to leaving money on the table at a poker game.

    Related: Why Employers Forcing a Return to Office is Leading to More Worker Power and Unionization

    The value of documentation in a hybrid model

    Think of the documentation of your hybrid work model as your secret recipe, your blueprint, or even your company’s unique fingerprint. It outlines your organization’s approach to work — who does what, where and when. More importantly, it creates a unified vision of how work is done, facilitating smooth communication and transparency across all levels.

    The failure to implement a well-documented process, according to the McKinsey survey, has tripped up even the most progressive of companies. It’s like attempting to construct a skyscraper without a foundation. The result? A teetering structure that may crumble at the slightest tremor.

    A step toward a more effective hybrid model

    Documentation is the linchpin that binds the entire system. It allows for a more informed approach to designing effective workplaces, resulting in better capital allocation, and ultimately improved productivity. Documentation facilitates flexibility and dynamism, allowing businesses to easily adapt to changing work patterns and trends. It’s like having a high-quality GPS system that reroutes you when a new path appears.

    The most compelling evidence of the impact of proper documentation can be seen in the strides made by remote-first organizations and post-pandemic startups. Documentation has enabled these entities to efficiently navigate the complex labyrinth of the hybrid model, creating structures that support efficient workflows and strong communication channels.

    The influence of cognitive biases on hybrid work model documentation

    As we grapple with the realities of the hybrid work model and the necessary documentation to support its effective implementation, it’s critical to acknowledge how cognitive biases can influence this process. Specifically, we’ll examine the impact of status quo bias and anchoring bias, and how these can skew our understanding and handling of hybrid work model documentation.

    Status quo bias is a cognitive bias that promotes the preference for the current state of affairs. It stems from our aversion to change and the discomfort associated with unfamiliar scenarios. In the context of the hybrid work model, status quo bias can present a significant hurdle.

    As per the McKinsey survey, many companies are struggling with creating an effective hybrid model. This difficulty is compounded by status quo bias, where employees and management alike may resist change, clinging to traditional methods of working and documenting work processes.

    For instance, the idea of documenting specific processes or protocols for remote work might be dismissed, with a preference for existing, office-centric methods. The bias can lead to poor decisions such as retaining ineffective processes simply because they’re familiar, causing inefficiency and communication breakdowns.

    Overcoming status quo bias requires conscious effort from the entire organization. Encouraging open discussions about the changes, providing training on new protocols and processes, and highlighting the benefits of the new system can help neutralize this bias.

    Anchoring bias refers to our tendency to rely heavily on the first piece of information (the “anchor”) we receive when making decisions. In the context of a hybrid work model, this could manifest in several ways.

    One such scenario might be in the initial drafting of the hybrid work model documentation. If the first draft is created with an overemphasis on either remote or in-office work, it may serve as an “anchor,” biasing all subsequent modifications. This could potentially lead to an unbalanced hybrid model, one that does not optimally leverage the benefits of both work environments.

    Similarly, organizations might anchor to pre-pandemic norms, expecting employees to adapt their home environments to mirror traditional office setups. Such anchoring could lead to overlooking innovative solutions that leverage the unique advantages of remote work, such as flexible scheduling or individualized workspaces.

    Counteracting anchoring bias involves encouraging diverse input during decision-making processes and challenging assumptions based on the first information. Creating multiple drafts of the documentation and gathering extensive feedback can help prevent anchoring to an unbalanced or suboptimal hybrid model.

    Recognizing and mitigating the effects of status quo and anchoring biases can dramatically improve the process of creating a hybrid work model documentation. It allows for a more balanced, efficient and forward-thinking approach that maximizes the benefits of both in-office and remote work. As we navigate the evolving landscape of work, being aware of these cognitive biases is an essential step toward crafting a successful hybrid work model.

    Related: Debunking the 5 Myths of Hybrid Work

    Practical steps to an effective documentation strategy

    An effective documentation strategy begins with identifying and understanding the various elements of your organization’s work model. It’s like designing a complex jigsaw puzzle — every piece has its unique place and purpose.

    First, organizations must pinpoint the critical “moments that matter” of the work process. This could range from identifying key stages of project development to determining which activities are better done in person. A clear, well-documented outline of these moments provides a roadmap that guides employees in making smart choices about their work.

    Next, comes the implementation of advanced workplace technologies. Tools such as video conferencing, digital whiteboards and even augmented — and virtual-reality technologies must be integrated seamlessly into the system. The aim here is to create a virtual workspace that rivals — or even outshines — its physical counterpart.

    Lastly, it is vital for organizations to realize that their documentation is not a “set-and-forget” playbook. It’s a living, evolving guide that should be updated periodically to reflect changes in work processes and new technological advancements. It’s like maintaining a garden, requiring constant care and adaptation to the changing seasons.

    Conclusion

    If there’s one thing we can take away from the McKinsey survey, it’s this: The future of work is hybrid, and its success hinges largely on our ability to craft a well-documented approach to this model. The road to a thriving hybrid work model is akin to a symphony performance. It requires well-orchestrated efforts from all players, each playing their part at the right time and in the right place. As we navigate this new terrain, let’s ensure that we’re armed with a well-documented plan — our conductor’s score, if you will — that will help us hit all the right notes.

    Gleb Tsipursky

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  • Junior Staff Are Struggling to Adjust to Flexible Schedules — Here’s Why. | Entrepreneur

    Junior Staff Are Struggling to Adjust to Flexible Schedules — Here’s Why. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In today’s fast-paced business world, flexible work schedules have become increasingly popular, allowing employees to balance their professional and personal lives more effectively. However, with the rise of remote and hybrid work environments, one crucial aspect of employee development has taken a hit: mentoring. Recent findings by WFH Research, a group that includes Stanford University economist Nicholas Bloom and other scholars, show that on-site employees devote more time to mentoring and professional development than their remote counterparts. Namely, those who came to the office devoted about 40 more minutes a week to mentoring others, nearly 25 more in formal training and about 15 additional minutes each week doing professional development and learning activities.

    As a seasoned expert in helping leaders figure out a flexible return to office and hybrid work policy, I can attest that Bloom’s research is spot on. When you just let things take their natural course, junior staff suffer. No wonder leaders who previously showed strong support for flexibility like Marc Benioff and Mark Zuckerberg changed their minds, at least about junior staff, pushing them to come to the office for three days a week — but also asking senior staff to come to the office to mentor recent hires.

    Mentoring: The missing link in flexible work

    Unfortunately, their proposed solution is wrong-headed. Mandating in-office attendance for most of the workweek is bound to lead to attrition, resistance, disengagement and lowered productivity. And it will not be very effective for mentoring, either. In the context of the return-to-office wars, senior staff especially resent coming to the office with the sole goal of mentoring junior staff by osmosis. They tend to go to their office or cubicle, shut their door and put on their headphones, and try to avoid interacting with anyone else. Junior staff is usually too intimidated by this obviously hostile and standoffish attitude and fails to get mentoring.

    Instead, the solution is a structured mentoring program that embraces flexible schedules. Senior staff feels much less resentment about coming to the office once a week for several hours to do in-depth mentoring, along with some virtual mentoring sessions, compared to an obligation to come in three days a week for the weak soup of mentoring by osmosis.

    Picture a garden with an abundance of diverse and colorful plants. Each plant represents an employee, and the garden as a whole represents your organization. The sun, water, and nutrients these plants receive are akin to the mentoring and professional development opportunities that nourish your employees. Without these essential resources, the garden withers and fails to reach its full potential. Similarly, without a structured mentoring program, your employees’ growth may be stunted, leading to a less vibrant and successful organization.

    And it’s not only the gardening metaphor that illustrates effective mentoring: a study by Charter and Qualtrics of 3,005 desk-based workers in the United States does so as well. They found that “hybrid work does not limit the potential of mentoring” and “Successful mentoring relationships were similarly likely to occur if mentor and mentee met remotely [or in-person.”

    Similarly, the Harvard Business Review reports that “many individuals incorrectly presume that physical proximity is essential in developmental relationships. But like work itself, mentoring is defined less by the medium in which it is accomplished than by the outcomes delivered.” If you have “commitment, trust, relationship quality, and mentor competence,” these “are the real ingredients of developmental growth,” and you can have these in both in-person and “virtual mentorship.”

    But what is involved in a structured mentoring program of this sort?

    Related: CEOs Are Blaming The Need For Mentorship to Justify The Forced Return of All Employees. Reality Calls For a Very Different Approach.

    Individual lunch sessions: Planting the seeds of trust

    One-on-one in-person interactions with senior professionals serve as the sun in our garden analogy. These meetings foster personal bonding, vulnerability, psychological safety, and trust — the lifeblood of effective mentoring relationships.

    While these sessions are powerful, senior professionals’ time is limited, and most want to minimize their time in the office. That’s why it’s essential to incorporate other mentoring activities.

    Virtual coffee meetings: Nurturing connections across the distance

    Imagine these virtual meetings as the water that sustains our garden. After trust has been established through in-person interactions, virtual coffee meetings with senior professionals offer a convenient and accessible way to maintain relationships.

    The lower time burden and flexibility of these meetings make them an attractive option for busy senior professionals, no matter where they are in the world. I’m not simply referring to traveling: Many senior professionals at my clients moved to more attractive locales during the pandemic and only came to the office for quarterly retreats. They were too high-value for my clients to pressure them to return to the office.

    But, we ended up making arrangements where these senior professionals met their mentees during quarterly retreats and began their relationships in these intense bonding experiences. Then, they continued mentoring in these virtual meetings, having established the trust necessary to do so.

    Regardless of whether you do in-person or virtual meetings, make sure to do them often. Both my own experience with clients and the research by Charter and Qualtrics found it’s key to have frequent check-ins between mentors and mentees. In fact, according to the study, “Some 51% of very successful mentors meet with their mentees once a week or more often, compared to 37% for somewhat successful mentors.”

    Group lunch sessions: Cultivating collective wisdom

    Group lunch sessions act like the fertile soil that supports the growth of your organization’s garden. By engaging small groups of young employees with senior professionals, these sessions facilitate knowledge sharing and relationship building while making efficient use of senior professionals’ time. Such gatherings allow the collective wisdom of your organization to flourish.

    Moreover, much like the pollinators in our garden, group mentoring sessions encourage the cross-pollination of ideas among a cohort of younger employees mentored by a senior employee. This approach fosters a collaborative learning environment of peer-based learning and reduces the burden on senior employees of teaching junior staff, promoting a thriving ecosystem within your organization.

    Just like with one-on-one mentoring, group sessions are best started in person. Then, you can transition to remote once trust has built up.

    Coworking sessions: Encouraging organic knowledge transfer

    Imagine coworking sessions as the intertwined roots of plants in a vibrant garden. Just as these roots share nutrients and stabilize each other, coworking sessions present a unique opportunity for senior and junior employees to share knowledge and support each other. This shared workspace provides a fertile ground for collaboration, where ideas can germinate, blossom and bear the fruit of innovation.

    In-person coworking sessions, in particular, are akin to the roots that delve deep into the soil, drawing essential nutrients and establishing a robust foundation. These sessions offer the invaluable advantage of immediate feedback, allowing for real-time adjustments and refinements. The energy and spontaneity in these physical spaces spark creativity, much like the invigorating feel of the earth between a gardener’s fingers.

    Virtual coworking sessions, on the other hand, are comparable to the surface roots that adapt to their environment, spreading out to absorb rainwater and sunlight. They offer the flexibility of connecting from anywhere, making them an excellent solution for remote work scenarios. These sessions remove geographical boundaries, enabling the exchange of diverse perspectives, much like the rain and sun that nurture a garden’s growth. Unlike the one-on-one or group sessions, I haven’t observed the need for trust-building through initial in-person coworking, making this activity an especially flexible tool for teams with some members who are fully remote.

    What makes coworking sessions a win-win solution is the reduction of burden on senior employees. By encouraging shared workspaces, both physical and virtual, senior staff members can impart their wisdom and experience without overextending themselves. It’s much like the way mature plants support the growth of younger ones in a garden without depleting their own resources. Ultimately, coworking sessions cultivate a culture of mutual learning and teamwork, laying the foundation for a thriving, resilient organization.

    Related: CEOs Are Blaming The Need For Mentorship to Justify The Forced Return of All Employees. Reality Calls For a Very Different Approach.

    Goal-oriented mentoring: Ensuring a fruitful harvest

    To maximize the yield of our metaphorical garden, we must set clear goals and incentives for the mentoring program. This approach ensures that all parties are fully engaged and that the program is effective in fostering employee growth.

    Just as a gardener regularly prunes and assesses their plants’ health, organizations must implement evaluations to monitor the progress and success of their mentoring initiatives. This process enables continuous improvement and helps your garden – or your organization – to flourish.

    Again, the findings by Charter and Qualtrics supported these lessons from my work with clients. According to the study, “Mentors in successful relationships are more likely to have this mentorship supported through compensation (27%, vs. 17% for less successful mentors), recognition in performance reviews (42% vs. 33%), and being provided time by their employer to mentor (39% vs. 33%).”

    Embrace structured mentoring for a thriving organization

    As the flexible work revolution continues to gain momentum, organizations must recognize the importance of structured mentoring programs. By incorporating a diverse range of mentoring activities, such as individual lunch sessions, virtual meetings, group sessions, coworking initiatives, goal-oriented mentoring, and regular evaluations, your organization can continue to thrive. It’s like ensuring your garden has the right balance of sun, water, soil and care — it’s not just about planting the seeds, it’s about nurturing them to full bloom.

    Now, dear reader, it’s your turn to take action. Consider your organization’s current mentoring practices. Are they like a well-tended garden, ripe with the fruits of shared wisdom and mutual growth resulting from a structured mentoring program fit for flexible work? Or are they more like a plot of land full of random weeds resulting from mentoring the natural way — by osmosis? If you let nature take over, you deserve the outcome.

    As the flexible work landscape continues to evolve, remember that the roots of success lie in a robust mentoring program. Embrace this opportunity and watch your organization bloom. After all, a garden full of thriving plants is much more satisfying and beautiful than a barren field. Nurture your employees like a diligent gardener, and you’ll reap the rewards of a vibrant, successful flexible organization.

    Gleb Tsipursky

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  • Why In-Office Work Is The Real Threat to Cybersecurity | Entrepreneur

    Why In-Office Work Is The Real Threat to Cybersecurity | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Imagine a home filled with sophisticated locks, CCTV cameras, and a state-of-the-art security system. Yet, the owner leaves the back door wide open. This is precisely what’s happening in the world of corporate cybersecurity. As organizations fret over the potential risks of remote work, new research suggests the real dangers lurk within the office itself. That finding from a groundbreaking study from the Farmer School of Business at Miami University is definitely a surprise to me and my clients who I help transition to hybrid and remote work, and it will inform some valuable conversations going forward.

    The unexpected benefits of remote work on cybersecurity

    The Farmer School of Business researchers discovered that remote workers exhibit a higher level of cybersecurity awareness and take more security-related precautions than their in-office counterparts (forthcoming in the July issue of Computers & Security). That’s right — working from home might actually make employees more vigilant when it comes to cybersecurity. In my emailed interview with the author Joseph K. Nwankpa, he told me “When we surveyed remote workers, we expected the results to reveal cybersecurity complacency, but surprisingly, the survey revealed remote cyber vigilance.”

    This surprising outcome can be attributed to the so-called “Peltzman Effect” and the complacency framework, which the study draws upon to explore how remote working may trigger a moral hazard regarding employee cybersecurity awareness and security-based precaution-taking. Remote employees tend to feel a heightened sense of responsibility for their own cybersecurity, while office workers often become complacent, trusting their companies to handle cyber threats on their behalf.

    Related: Employers: Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why and How to Fix Them.

    Complacency: The Achilles’ heel of office workers

    Imagine being on a cruise ship with an impeccable safety record. You might feel so secure that you skip the safety drill and neglect to learn the location of the lifeboats. This is the complacency effect in action. Office workers, surrounded by the perceived safety of their company’s cybersecurity measures, may be less likely to follow best practices and take necessary precautions.

    The study cites prior research that reveals how employees working within the corporate office and boundaries trust their firms to develop, maintain and update security countermeasures to mitigate cybersecurity threats and risks. As a result, these employees are not apt or mindful of security threats and concerns, leading to constrained cybersecurity awareness.

    On the other hand, remote workers, like sailors navigating stormy seas, understand that they must be constantly vigilant. This heightened awareness leads them to take more security-based precautions, ultimately keeping their company’s digital assets safer.

    Indeed, the human element of security is enhanced through a switch to remote work. Thus, Nwankpa stated “Our study found that working from the office within corporate firewalls and security boundaries induced employees to exhibit risky cybersecurity behavior, such as diminished cybersecurity awareness and precaution-taking. However, switching to remote work made employees feel insecure, leading to heightened cybersecurity awareness and cybersecurity precautionary measures.”

    The pivotal role of information security policy compliance

    The study also found that information security policy compliance played a significant role in remote workers’ heightened cybersecurity awareness. This suggests that companies must prioritize and enforce their security policies to ensure that all employees, whether in the office or at home, are adequately prepared to handle cyber threats.

    The research model used in the study examined the impact of remote working on security-based precaution-taking and the role of cybersecurity awareness in the relationship between remote working and security-based precaution-taking. The data collected from 203 remote workers across the U.S. provided strong support for the research model, indicating that remote working is positively associated with cybersecurity awareness and security-based precaution-taking.

    Furthermore, the study reveals that as remote workers gain cybersecurity awareness, they are more likely to apply security-based precaution measures. This reinforces the idea that fostering cybersecurity awareness among remote workers can lead to better protection of organizational information assets against threats.

    Related: Why Cybersecurity Needs to be Prioritised as Small Businesses Face the Cost-of-Living Crisis

    Remote Work: A potential solution to cybersecurity woes

    Contrary to popular belief, the findings of this study demonstrate that remote work can actually improve cybersecurity. Companies can leverage this knowledge to their advantage, promoting remote work arrangements and fostering a culture of vigilance and cybersecurity responsibility among their employees.

    One way to achieve this is by understanding the relationship between cybersecurity awareness and security-based precaution-taking. By focusing on this relationship, organizations can clarify how and when remote working can create positive cybersecurity behavior among end-users, as suggested by the study.

    Organizations should not shy away from embracing remote work arrangements, as the study reveals that these can lead to better cybersecurity outcomes. By fostering a culture of trust, personal responsibility, and cybersecurity awareness among remote employees, companies can empower their workforce to take the necessary precautions and maintain a high level of vigilance, ultimately leading to a more secure digital environment.

    The importance of training and employee engagement

    To further enhance cybersecurity in a remote work setting, organizations should invest in comprehensive training programs that cover both technical and behavioral aspects of cybersecurity. By making employees aware of the potential threats and risks, as well as providing them with the tools and knowledge needed to protect themselves and the company, businesses can significantly reduce their vulnerability to cyberattacks.

    In addition, organizations should actively engage their remote employees and encourage open communication about cybersecurity issues. By involving employees in the decision-making process and addressing their concerns, companies can create a sense of ownership and shared responsibility for the organization’s cybersecurity.

    Reevaluating Cybersecurity Strategies for a Hybrid Workforce

    As the business world moves towards a more hybrid workforce, with a mix of office-based and remote employees, it is crucial for organizations to reevaluate their cybersecurity strategies. Companies must consider the unique challenges and opportunities presented by remote work and adapt their policies and practices accordingly.

    This may involve updating security protocols, implementing new technologies, and rethinking the traditional office-centric approach to cybersecurity. By embracing the unexpected benefits of remote work and adapting to the evolving digital landscape, organizations can create a more secure and resilient future.

    The groundbreaking study from the Farmer School of Business at Miami University opens the door for further research into the distinctions between remote and office work and their implications on cybersecurity. Future research could explore how different remote work arrangements, such as hybrid models or fully remote workforces, may impact cybersecurity awareness and precaution-taking behavior among employees.

    Moreover, researchers could investigate the role of various factors, such as organizational culture, leadership, and technology, in shaping employees’ cybersecurity behavior in both remote and office environments. This would provide valuable insights to help organizations develop more effective strategies for managing cybersecurity in an increasingly connected and remote world.

    Related: Cybersecurity Practices That Protect Your Small Business

    Cognitive Biases and their Impact on Cybersecurity

    Cognitive biases can significantly influence how employees perceive and respond to cybersecurity threats, both in remote and office settings. By understanding the impact of these biases, organizations can tailor their cybersecurity strategies to address these psychological factors and promote more effective security behaviors among their workforce. Let’s explore two specific cognitive biases that may impact cybersecurity in the context of remote work and office environments: the status quo bias and the optimism bias.

    The status quo bias refers to the tendency for people to prefer maintaining their current state or situation, even when change could potentially bring about benefits or improvements. In the context of cybersecurity, employees working in a corporate office environment may be more prone to the status quo bias, as they might assume that their organization’s existing security measures are sufficient to protect them from cyberthreats.

    This complacency can lead to a lack of personal responsibility and a decreased likelihood of adopting new security behaviors or updating existing practices. The Farmer School of Business study highlights this issue, revealing that employees working in corporate offices often trust their organizations to handle cybersecurity threats and, as a result, may neglect their own role in safeguarding company data and assets.

    To counteract the status quo bias, organizations should continuously emphasize the evolving nature of cyber threats and the importance of individual responsibility in maintaining security. Encouraging employees to stay updated on the latest security best practices and providing regular training on new threats can help keep cybersecurity at the forefront of their minds and reduce the impact of the status quo bias.

    The optimism bias refers to the inclination of individuals to underestimate the likelihood of negative events occurring, while overestimating the probability of positive outcomes. In the context of remote work and cybersecurity, the optimism bias may manifest as office-based employees believing that they are less likely to fall victim to cyberattacks than their remote counterparts.

    This overconfidence may lead office-based workers to overlook potential security risks and neglect precautionary measures, such as adhering to company security policies. The Farmer School of Business study supports this assumption by showing that remote workers are more likely to have a higher level of cybersecurity awareness and take more security-related precautions than those working in an office.

    To mitigate the effects of optimism bias, organizations should provide remote employees with clear and realistic information about the cybersecurity risks associated with remote work. Sharing real-life examples of cyberattacks targeting office-based as well as remote workers and emphasizing the importance of personal responsibility can help raise awareness and encourage employees to be more vigilant.

    Conclusion

    The study from the Farmer School of Business at Miami University serves as a wake-up call for organizations to rethink their approach to cybersecurity in the age of remote work. By embracing the benefits of remote work, fostering a culture of cybersecurity awareness, and adapting their strategies to the evolving digital landscape, companies can ensure the protection of their valuable digital assets and navigate the treacherous waters of the cyber world with confidence.

    Gleb Tsipursky

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  • How To Build A Strong Culture With A Remote Team | Entrepreneur

    How To Build A Strong Culture With A Remote Team | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In a traditional office setting, employees have more opportunities to interact with each other and build relationships. However, employees are often isolated in a remote work environment, leading to feelings of loneliness, disengagement and burnout. Therefore, creating a sense of belonging and fostering a positive culture that makes employees feel valued and supported is essential.

    Connection

    Successful remote companies are great at keeping teammates connected. Employees must know they are part of a team and their contributions are valued. In a traditional office setting, employees have more opportunities to interact with each other and build relationships. However, employees are often isolated in a remote work environment, working from home, coffee shops, or coworking spaces.

    This isolation can lead to feelings of loneliness and burnout. Therefore, creating a sense of belonging and fostering a positive culture that makes employees feel valued and supported is essential. What does your company stand for? What types of personality thrive within it? When employees feel like they belong, they are more proactive and engaged.

    Staying connected is crucial for building a positive organizational culture in a remote company. There are several ways to stay connected and foster a sense of community among remote employees. One is through regular communication to keep remote employees engaged and informed. Companies can use various channels like email, instant messaging, video conferencing and project management tools to stay in touch with their employees.

    Another way of staying connected is by showing appreciation by celebrating wins publicly. Acknowledge the accomplishments of individuals or teams in team meetings or company-wide communication channels. Encourage employees to recognize their peers for their hard work and achievements. Listening to employees’ feedback, ideas and concerns is crucial. Use surveys, polls or personal check-ins to gather feedback and address issues. This shows employees that their opinions matter and that their voices are heard.

    Finally, making employees feel safe and supported in a remote work environment significantly contributes to building personal connections. This includes providing resources for mental health and wellness and promoting work-life balance. For example, companies may offer flexible work schedules or unlimited time off to help employees manage their personal and professional lives.

    Related: Building A Remote Work Time Management Culture

    Values

    Values are the principles that guide an organization’s decision-making and behavior. Establishing clear values in a remote work environment is critical to building a cohesive culture. Employees must understand what the company stands for and what leaders expect of them.

    To effectively communicate values in a remote work environment, it is vital to make them visible. Leaders can do this through regular communication channels such as newsletters, team meetings, or the company’s intranet. Additionally, leaders can reinforce the company’s values by sharing stories demonstrating how employees have embodied them.

    Leaders play a crucial role in upholding and modeling values. They must lead by example and demonstrate the values they expect their employees to internalize. Being transparent, accountable and treating everyone with respect facilitates this objective.

    As a leader, it’s crucial to always strive toward being your best self. In a remote work environment, employees must trust each other and their leaders. By showing up on time, being responsive and meeting deadlines, leaders show employees that they hold themselves to the same high standards they expect from teammates. This practice establishes trust and respect and creates a positive work environment where everyone can thrive.

    Related: 5 Ways to Enhance Remote Company Culture and Build a Team That Thrives Together or Apart

    Behavior

    Another component of organizational culture is behavior. Clear expectations for behavior are essential in the workplace and even more so in a remote work environment. In a distributed workforce, employees must be self-directed and accountable. Establishing clear guidelines for communication, collaboration, and work expectations is essential to incentivize ideal behavior.

    For example, companies may establish guidelines around response times for emails or Slack messages or require employees to be available during certain hours. These guidelines help ensure everyone is on the same page and reduce the risk of miscommunication or confusion.

    Reinforcing positive behavior is another strategy for building a thriving organizational culture. Recognize employees who consistently meet or exceed expectations and use positive feedback to reinforce behaviors that align with the company’s values.

    Companies can use various strategies to reinforce positive behavior, such as recognition and rewards. For example, companies may offer bonuses, promotions, or public recognition for employees who go above and beyond. Additionally, providing opportunities for professional development and growth can motivate employees to work hard and stay engaged. Leaders can also provide coaching or mentorship to help employees develop skills and meet goals. Finally, leaders must be transparent and communicate openly with employees to build trust and maintain a positive work environment.

    Related: Fostering a Development Culture for a Remote-First Workforce

    Conclusion

    Building a thriving organizational culture in a remote workplace requires intentional effort and a distinct approach to leadership and communication. Culture, values and behavior are critical components of a positive work environment.

    By making people feel safe, establishing clear values and setting expectations for behavior, companies can create a sense of belonging and foster employee engagement and productivity. Leaders must lead by example, model positive behavior and enforce clear guidelines. With these strategies, remote companies can build a thriving organizational culture and achieve success.

    Roland Polzin

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  • Is the Future of Work a Utopia or a Dystopia? | Entrepreneur

    Is the Future of Work a Utopia or a Dystopia? | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Distributed team management is increasingly relying on data-driven decision-making, automation and much more granular performance tracking. What will be the eventual result of this trend in the future of work?

    Will employees be treated as replaceable numbers as their every waking moment is monitored? Or will the ability to track and quantify more soft skills allow for a more fair and objective way to recognize and develop global talent?

    Let’s take a look at the recent trends in managing distributed teams and predict how these trends could lead in both good and bad directions.

    Related: What Is the Real Future of Work?

    The elephant in the room

    The technological, cultural and workplace changes driving the future of work promise a better world. Automation and digital manufacturing technologies offer the promise of shorter working hours and more time for leisure — but those promises haven’t been directly delivered.

    Still, a titanic, nerve-wracking question mark provokes utopian and dystopian future visions.

    Utopians see a future where technology enables and facilitates a global workforce that is able to interact seamlessly — where opportunity is no longer bound by borders, and anyone has access to highly skilled work. Without this future, innovation ability at a global level will stall and put humanity at risk of extinction. If, or when, our planet is ever faced with an existential crisis, being able to leverage the entire human race efficiently to solve it is our only hope.

    Dystopians see automation and global talent access as a way for money-hungry leaders to further cut costs while maximizing profits at the expense of their workers. The profit maximization theory introduced by Milton Friedman in the ’70s saw the death of the stable middle class and has caused the income gap to rise exponentially ever since. Unless mediated and executed responsibly, AI and distributed workforce could cause further separation as fortunes are concentrated at the top of the pyramid. The rise of contract workers will create a race to the bottom as employees are forced to underbid each other for the limited “human work” available.

    The elephant in the room then is predicting which reality will unfold.

    Trends in managing distributed teams

    Most of us have used products and services from companies like Stack Overflow, Zapier, Stripe, Automattic, InVision, Gigster and GitHub that successfully operate distributed teams. These enterprises have succeeded at remote management minus physical face-to-face communication. Among the trending approaches used in managing co-located workers that can yield results when applied to distributed teams include:

    • Data-driven decision-making: This involves using facts, insights and metrics to make strategic business decisions that align with a company’s goals, strategies and initiatives. Instead of making assumptions, the technique leverages accurate, verified data to understand a business’s needs. The process comprises collecting and analyzing data through research and drawing insights that benefit the company.

    • Automation: Companies are future-proofing by building cross-platform automation infrastructure that facilitates asynchronous work and reduces human capital expenses and latency while enhancing productivity and team experiences. This helps to address the most significant challenges facing remote teams, like loneliness, unplugging after work and communication/collaboration across teams.

    • Performance tracking: Companies are accurately monitoring productivity and performance levels among remote teams by implementing data-driven performance evaluations to assess each staffer’s progress within their role. The assessments that are performed using various tools like Asana, Jira, 15five and Impraise, etc., also allow the employer to align the company’s objectives with daily tasks and actions.

    • Collaboration tools: During the pandemic, we saw massive spikes in use and stock prices of remote tooling such as Zoom, Atlassian and others. While there are a few tools (Microsoft Teams, GSuite) that own a large portion of market share, we are seeing insurgents move into the space that “unbundle” these platforms. These new tools offer hyper-focused capabilities that often outperform the incumbents. Using remote work-first tools is imperative to success. Trying to shoehorn tools made for IRL work for distributed teams will fail.

    Related: Will Artificial Intelligence Lead Us to a Utopian Future? Elon Musk & Jack Ma Discuss Its Prospects

    The future of work’s potential dystopian outcome

    What can we expect in the event of a dystopian outcome? Most jobs we reckon as “safe” will become candidates for AI takeover, with displacements only comparable to the industrial revolution. “Data-driven decision-making” will cause the increasingly rare human employee to be seen as just another cog in the machine — easily expended and replaced. “Low-skill” work that cannot be automated will be outsourced to low-cost regions, effectively building a Mariana Trench in the U.S. class gap.

    Amazon has been criticized for ceding tasks like human-resource operations to bots that use software to manage and oversee contract workers. A contract driver recently lamented after being terminated by an algorithm that tracked him and decided “he wasn’t doing his job properly.”

    The gig economy, where workers don’t receive statutory benefits, will become the order of the day and probably plant the seeds of radicalism as workers become a permanent underclass with no prospect of advancement. Companies will turn to cost-cutting arrangements that favor them regarding salaries and only pay as and when they need work done.

    The book Machine, Platform, Crowd: Harnessing Our Digital Future draws the most vivid picture:

    “There’s an old joke that the factory of the future will have two employees: a human and a dog. The human’s job will be to feed the dog, and the dog’s job will be to keep the human from touching any of the machines. Is that actually what the company of tomorrow will look like?”

    The future of work’s potential utopian outcome

    On the other hand, there’s great potential for a utopian outcome as AI and data seamlessly integrate into all aspects of life to deliver greater efficiency. The wave of automation will increase efficiency as machines perform repetitive tasks cheaper and better than humans. The emerging AI-powered distributed teams will decimate the traditional 9-to-5 jobs, and companies will repackage the existing work into part-time and contract jobs or outsource on a need basis.

    We see the future workforce taking a “portfolio” approach in which they’re able to pick and choose what work they want to do and when they want to do it. This ability to opt-in will create a workforce that feels more fulfilled and stable than what we have today.

    By leveraging the wealth of democratization of business intelligence software and available digital insights, managers will make data-driven decisions based on accurate trends and tangible visualizations. This will remove many of the biases and prejudices that cause many good employees to go undervalued. We have seen from internal studies that distributed workers are supportive of algorithmic performance tracking if they know how they are being measured. However, when not told how they are being measured, we saw immediate backlash.

    The result will be a proper work-life balance that will eliminate stress and burnout while boosting clarity of mind and creativity.

    Related: 3 Elements at the Forefront of Global Team Success

    What is the future of work?

    What’s important to understand is that when we think about a “utopian” or “dystopian” future, we’re looking 30 to 50 years down the road. You have to imagine how differently future generations will perceive “work.” Millennials have a drastically different work philosophy than Baby Boomers, which only represents an 18-year difference. It is our job to see this future and lay the groundwork to enable it.

    The trends in managing distributed teams we mentioned aren’t based on future predictions, though. They are happening right now. How will your company use them to build and manage successful teams that help lead us toward the utopian side of things?

    Cory Hymel

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