Are virtual workers a good match for your business?
The rise of virtual workers, or what some call the “anywhere worker,” has reshaped the global workforce. The reasons why are clear. Remote workers give employers access to new talent pools beyond those they can source locally. By rethinking where and when people work for your organization, your recruiting can expand across the country or even around the globe.
At the same time, a virtual team can generate unique challenges that require analysis and resolve to implement a successful remote workforce strategy.
Virtual workers — not for every business and every job
Virtual teams won’t suit every business owner, points out Frank Dadah, a managing director for recruiting firm WinterWyman, Waltham, Massachusetts, whose team includes remote employees.
“You have to believe in the remote model or you shouldn’t do it,” he warns. “If you think it’s a necessary evil, you’re not going to trust it and you’re going to spend time worrying about what people are doing when you can’t see them and you, yourself, are going to become less productive.”
Some jobs lend themselves to virtual employees, such a bookkeeping, digital marketing and sales, says Ellen Grealish, partner and co-founder of FlexProfessionals, LLC, Fairfax City, Virginia.
Other jobs simply can’t be done remotely — your forklift operator needs to be in the warehouse and you a home healthcare provider can’t dispense medications over the phone.
And there are jobs that shouldn’t be done remotely given the operational challenges, including new positions with unclear or evolving job descriptions or jobs that lack clear, measurable success metrics.
Evaluating remote work possibilities
Before you add remote workers to your business, you’ll need new policies and guidelines. Start by listing the positions that lend themselves to remote work and consider the logistics—the why-wherehow-when-what for each flexible position:
• Why are you implementing remote work?
• What type of remote work options will you offer? • Who will be eligible? • Where can remote workers live? Do they need to be within a set distance of their managers or live within a region they service?
• What operational and IT support will your remote workers need to stay in touch with you, each other and their on-site team members?
• How will supervisors learn how to manage a remote team?
• How will remote workers understand your workplace culture?
• How will you share information about the new remote workforce with current employees?
At some point during this process, it’s best to consult with tax and legal professionals about state and Federal laws governing flexible workers, says Sara Sutton Fell, CEO & founder of FlexJobs, Stamford, Connecticut.
“If you’re hiring telecommuters who are located in different states from the company’s headquarters, there might be payroll and Nexus issues,” Sutton Fell says. “The IRS has detailed guidelines as to who should qualify as a freelancer versus an employee.”
Hiring virtual workers
The hiring process for remote employees may, or may not, include an inperson interview. In cases where you can’t meet in person, consider using Skype or video conference.
During interviews, ask behavioral questions related to independence and autonomy as those skills are critical to success in a remote position. Dadah likes: Tell me about a time where you had compete autonomy and project you had to complete on your own. “I’m listening to their answer looking for confidence or real examples versus hypothetical or theoretical answers,” he explains.
Be especially vigilant about checking references and past employment. “You need to vet remote employees very well and make sure you have a level of confidence and trust,” Dadah says. “Unlike a normal workforce you will not be able to lay eyes of them all day and know what they’re doing.”
Virtual worker training challenges
Training and onboarding can also be a challenge when you manage a remote team. Whenever possible, it’s better to do a face-toface training, Dadah says.
If that isn’t an option, technologies like Skype, GotoMeeting, Joinme and Webex support interactive training where all parties see and share information.
Lee Sowers, senior vice president of sales and marketing for HomeActions, a real estate enewsletter company, uses mentors to train new remote employees.
“I pick the best-in-class employee in each area and ask them to spend time on the phone with new people. They get advice from our best lead generator, our best CRM (customer relationship management) technicians and our best sales people,” he says.
Set clear expectations
Performance metrics are important to any job, but they’re especially critical when you manage a remote team. Set clear expectations about hours of operations and hours worked. Shift your performance measures to include measurable benchmarks that align with your organization’s goals and objectives.
HomeAction’s Sowers uses technology to manage and measure how well his remote team of 14 U.S. sales people meets company goals. He supplements that data with subjective information collected during daily phone conversations and in a weekly sales team conference call.
Communicating with a remote team
To manage a virtual team effectively, you may need to rethink your communication style. Make an effort to connect with remote team members every day and to encourage the on-site staff to chat via calls, emails, IMs, Web and video conferences, so everyone feels included in the team.
Since you’ll lose the faceto-face communication that allows you to pick up on non-verbal communication, be careful about the words you use when speaking to remote workers, Dadah says. “Let’s say that face-to-face you happen to be sarcastic and the recipient finds you funny. But over the phone, it might not come across as funny.”
When you manage a remote team, be sensitive to subtle communication since you won’t see when employees are overworked, stressed or not challenged. Remote employees face similar challenges in understanding your actions.
Suppose you regularly close your office for an hour a day so you can focus on your own deliverables. Your on-site staff knows when your door is closed, but the remote team can’t see the closed door. You can be more receptive to their interruptions or let them know that you won’t be in touch during that hour of the day.
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