Managing remote employees is hardly a new concept. In fact, the shift to working from home was well
underway - and trending upward - long before anyone had even heard of COVID-19. Between 2005 and 2018, the
number of "regular work-from-home" employees increased by a whopping 173 percent,1 with 15 percent of "wage and salary
workers" working exclusively from home during 2017 - 2018.2 When the pandemic struck, many businesses that were able
to have their employees work from home did so, and by June 2020 "42 percent of the U.S. labor force . . .
[was] working from home full time."3 At first, everyone thought these arrangements would be temporary. As the weeks dragged onto months, however,
it became clear that the pandemic wasn't going to end any time soon. Companies settled in for a long run of
working from home. Several tech companies (such as Google and Microsoft) announced that their workers could
work from home indefinitely, for example. And some companies went as far as getting rid of their centralized
office spaces completely (with the plan to rent large meeting spaces for semiannual meetings, trainings,
etc., when it's once again safe for large groups to congregate). Working from home is part of the new reality of the business world. Opinions vary as to how significant it
will be, but Global Workplace Analytics offers one prediction that seems pretty par for the course: "Our
best estimate is that we will see 25 to 30 percent of the workforce working at home on a
multiple-days-a-week basis by the end of 2021."4 Whatever the future brings, working from home will definitely be around for a long time to come - and business
leaders need to be prepared to deal with it. Communication challenges were difficult even when everyone was co-located in an office, but managing remote
employees has only increased the need for immediate improvements. Twenty percent of the more than 3,500
respondents in one recent survey cited "communication and collaboration" as the most significant challenges
they faced as remote workers.5 To help mitigate those issues, make team members'
calendars visible to each other, require them to set their status as "away" when they aren't at their desks,
and set a minimum time (such as 24 hours) to respond to e-mail. When establishing best practices for team communications, set expectations for which channels should be used
for which purposes. For example, some formats are especially well suited for certain types of interactions:
To help keep communication flowing, commit to regularly scheduled one-on-one meetings with each team member
and team-wide meetings, as well as "office hours" during which employees can "drop by" to ask quick
questions. It will be a while before things get back to anything close to "business as usual," so leaders must shore up
their skills at managing remote employees. That uncertainty makes it harder to find information and get
quick answers - difficulties that are only enhanced by the lack of a decentralized workplace as everyone works
from home. Now it's more important than ever to be sure that all employees knows exactly what's on their
plates and what their priorities are. As remote workers who've barely left their homes in months thanks to widespread travel restrictions and with
limits on social gatherings still in place in most of the country, many employees may be feeling "stuck":
physically, mentally, and professionally. Give them something to look forward to by offering a vision of a
brighter future and opportunities to continue to learn and grow. Develop employees through feedback and
coaching, for example. Help them find mentors. Encourage them to pursue upskilling and reskilling
opportunities. Managing employees (remote or onsite) includes engaging in their future growth. Many of today's employees experience loneliness, with 20 percent of respondents to one survey citing it as
their "biggest struggle with working remotely."6 Small wonder: it's much harder for people to connect with
each other when they're separated by computer screens than when they occupy a shared, physical office space.
A manager must lead team members not only when they are fulfilling their work duties also when they are
human beings struggling to get through this difficult time. Effective leadership includes reminding
employees that everyone is in this together by coming up with creative ways - such as virtual lunch dates,
exercise time, or Friday happy hours (BYOB, of course!) - to help them build connections with each other (and
with management). Create the virtual equivalent of a casual conversation by the water cooler by keeping
meetings open for ten minutes after the "official" part ends to give people time to chitchat and socialize a
bit. Encourage team members to learn a new skill together - something work-related, perhaps, or even a new
hobby. Many companies long opposed allowing widespread remote work because they assumed that "while the cat's away,
the mice will play." When the pandemic forced them to send their employees home, though, organizations found
an almost negligible decrease in production.7 (That's especially impressive given the many
non - work-related stressors employees have also had to deal with during this crisis: fear of exposure to the
coronavirus, having young children at home because the schools and daycares closed, being unable to see
friends and family, etc.) Even when they aren't in the middle of a pandemic, though, remote workers tend to have higher levels of
work-related anxiety than office-based workers.8 Rather than let "out of sight, out of mind" shape their
interactions with team members, managers should check in with employees regularly to see how they're
managing while unable to connect with colleagues in the office. Set realistic expectations, based on where
employees are in their personal lives, for when projects need to be completed or for how many hours each
work day they need to be online. Encourage employees to take short breaks and real lunch breaks (not
"working lunches"), to step away from their work during evenings and weekends, and to use their paid time
off when they need to (even if they can't travel to anywhere at the moment). Unwell leaders will struggle to be good bosses to their employees. Managers need to remember that they, too,
are remote workers, and that they and their employees are likely facing similar challenges. Encourage
managers to cultivate practices that help them combat the negative effects of remote work in general (such
as isolation from colleagues) and the negative effects of remote work during this pandemic (such as
isolation from nearly everything and everyone). For example, good sleep, good exercise, and healthy diets
can provide great benefits to both physical and mental health, as does connecting regularly with friends and
family. Managers should support their teams, but also set boundaries for their interactions with them.
(After all, at the end of the day the manager is still the boss.) No one knows when (or even if) the business world will be able to resurrect the pre-pandemic workplace. One
thing is very clear, though: working from home isn't a sprint that will end as soon as the pandemic subsides
but a marathon (possibly even an ultramarathon!). Managers need to be prepared to lead their remote
employees in this new, decentralized, virtual workspace. 1 Global Workplace Analytics. 2020. "Latest Work-At-Home/Telecommuting/Mobile Work/Remote Work
Statistics." March 13, globalworkplaceanalytics.com/telecommuting-statistics.
2 U.S. Bureau of Labor Statistics. 2019. "Job Flexibilities and Work Schedules News Release."
September 24, www.bls.gov/news.release/flex2.htm.
3 Nicholas Bloom. 2020. "How Working from Home Works Out." Stanford University Institute for
Economic Policy Research website, June, siepr.stanford.edu/research/publications/how-working-home-works-out.
4 4 Global Workplace Analytics. 2020. "Work-At-Home After Covid-19 - Our Forecast." globalworkplaceanalytics.com/work-at-home-after-covid-19-our-forecast.
5 5 Buffer. 2020. "The 2020 State of Remote Work." lp.buffer.com/state-of-remote-work-2020. 6 Ibid. 7 Vala Afshar. 2020. "Working from Home: Average Productivity Loss of Remote Work Is 1%." ZDNet,
May 11, www.zdnet.com/article/the-average-productivity-loss-of-remote-work-is-1.
8 Paige Smith. 2020. "Working From Home Might Take A Toll On Your Mental Health." Huffington Post,
March 10, www.huffpost.com/entry/working-from-home-mental-health_n_5afd88e2e4b0a59b4e014602.
TIP #1: Shore up communication channels and processes.
TIP #2: Each week, clarify goals and roles for all employees.
TIP #3: Develop employees.
TIP #4: Emphasize teamwork.
TIP #5: Watch for employee burnout.
TIP #6: Take care of the mangers, too.
Final Thoughts