How to stay connected whilst working remotely

, , ,

Often seen as an ideal for many staff, remote working is becoming something of a necessity in the current economic and social climate. Thanks to the portability of work technology, it is perfectly possible for employees to work as efficiently as if they were onsite in an office.

Here is our advice on how to stay connected whilst working remotely…

For companies:

Companies are being steered by necessity towards offering the flexibility of remote working. This option is increasingly becoming the norm for interconnected and international businesses.

Below are three ways to keep up with this changing way of working:

  1. Bring the team together

When things return to normal, encourage remote workers to visit the company offices when possible. Get staff together, such as through teambuilding days or company celebrations, to encourage team bonding and reduce employee isolation.

  1. Prepare for remote working

Have a policy in place to assist team members to know how to conduct themselves whilst working remotely> This should also cover how managers are expected to tackle the complexities of team members working remotely.

  1. Assist with time and career management

At Career Evolution, we can assist your business to provide the resources needed to support either individuals working remotely or staff managing remote members. Taking advantage of career coaching or building resilience, can reduce the time and emotional strain that this can bring.

For managers:

Working with and managing remote team members can arise for many reasons. It could be because of the current virus crisis, or because team members have regularly allotted days when they work from home. Managers may be supervising individuals at home on the odd occasion, or more employees when part of a large or international company.

Here are three key ways to stay connected with your remote team members:

  1. Smart working

Encourage the use of online shared work systems. Platforms such as the cloud help keep team members connected to the office. While the use of Google Documents shows who is logged in and making changes and when. This will assist with tracking productivity.

  1. Keep up the conversation

Create a chat group such as on Slack or Sqwiggle, and involve members in video meetings or phone calls, such as on Skype or FaceTime, to stay connected to remote team members and make them feel part of the team.

  1. Be considerate of different time zones

When working with team members internationally, set up daily time reminders of when staff should be coming online, to touch base with them at the start of their day.

For individuals:

As an individual, it’s important to stay connected to the team whilst working remotely. Your manager has trusted that you will continue to tackle your work as normal. Working from home is not an excuse to catch up on household chores or watch TV.

Below are three of the best ways to stay connected to the office and show that your work is still being done effectively and efficiently:

  1. ‘Go’ to work

Set up a workspace somewhere quiet, with all the equipment you need. Avoid distractions and to do your work.

  1. Be proactive

Send daily updates of what you are going to be working on. At the end of the working day, update on what you have achieved, and what still remains to be done. If you work remotely extensively, an end-of-the-week update is also effective to illustrate your productivity.

  1. Communicate early and often

Be available to respond quickly to any work messages and emails. This shows that you are still engaged and carrying on with your work. Also stay connected with at least one other colleague throughout the day, to act as a sounding board.

Contact our professional team of experts to see how we can best assist you and your business to make remote working possible.

Why People Fear Change

, ,

When it comes to change, people can have very positive or negative feelings towards something new. This is especially true when it is in the workplace. A job represents stability and security for many people. The fear of that stability or security coming under threat can be very daunting. We spend a great deal of our lives at work and it has a huge impact on our wellbeing. But it’s a known fact that businesses have to change all the time.

Evolution of business

It’s important that businesses continue to evolve, in order to remain relevant within their industry. However, recognising and understanding employees concerns about change can help ensure both employee and employer survive and see the benefits of the changes.

The fear of change can be deep-seated and comes from factors like loss of control and uncertainty. If a business decision is unexpected, it can have a huge impact on the company’s employees.  It needs to be handled in a positive way, so people aren’t left feeling let down or vulnerable.

The wider implications of change

Change, particularly where there are redundancies or job losses involved, does not only impact on the people directly affected by it.  It can also affect the wider team, even if their roles do not change.  Unless handled correctly, change can lead to team members feeling isolated, and in turn, they can become resistant to change.

To ensure change is managed effectively it is important to maintain morale within the team.  To do this, communication is key.  Good, clear, open communication can help take away some of the fear associated with change.  If people are kept informed and understand what is happening and why, then they are more likely to accept – or even embrace – change.

Maintaining a positive attitude

Understanding what employees need to get through change with a positive attitude and outlook can benefit everyone. Outplacement can also be used to support employees from the announcement of change all the way through to securing their future placements, ensuring that the experience is positive for all.

In their shoes   

, , ,

Transitional periods in any company are times of upheaval.  It’s important to take your employees’ wellbeing into consideration and to look at what is happening from their point of view. In their shoes, what would you want to know to be kept informed? What information, communication, support and advice would you expect from your own employer?

In the loop

Being kept in the loop is the most important part of the process. The ‘fear of the unknown’ needs to be kept to the minimum. Not knowing only cause unnecessary stress for your employees. As you become aware of ongoing developments, make sure that you pass that information on to your workforce. In this instance, transparency is always the best policy. This way, everyone is up to speed on where they stand.  Sometimes it’s even worth updating your team, even when there is nothing new to update them on.

Future direction

When it comes to looking at your employees’ future direction, you need to help them look at what their options are and how best to pursue them. Keep communication as a two-way street. Your input is essential as to where ‘you’ and ‘they’ see themselves in the future. Many employees take career transition as a chance to try something new and untried for them, career-wise. See how they can make their skills count, in roles where they will feel fulfilled. Most importantly, make sure that they don’t lose confidence and are able to retain enthusiasm. Your reassurance is key to their attitude going forward.

Positive connections

Make sure that your employees don’t think that their redundancy reflects on them and their capabilities. Changes are made for a myriad of reasons and it’s important that it’s not seen as a reflection on their input.  Maintaining morale, even when things may not look rosy, is important for both individuals and for your team as a unit. Try to keep the positives of redundancy to the fore, with the accent on ‘new opportunities’ and ‘fresh challenges’. But bear in mind how you would want to be kept informed if it was happening to you.  Use this knowledge to connect with your own workforce during these difficult times. It’s a good indicator to gauge your own level of engagement and how you yourself, with due consideration, would like to be treated.

Passion back in fashion

, , ,

Whether you’re running you own business, or responsible for being part of a wider team, it’s important to instil confidence in your capabilities to those around you. It’s crucial that you recognise the importance of passion for your organisation and of wanting it to succeed – even when you and it are faced with outside challenges.

 

Challenging times

There are many challenges a company can face in the course of its lifespan. From competition from rival businesses, to changes in the market and changes in demand for its product or services. Economic uncertainty can sometimes undermine confidence and positivity at work. It’s important not to let such aspects affect the work environment.

 

What comes naturally

There are many ways you can evoke passion at work. However, it’s something you can’t learn or teach. People either have it, or they don’t. It helps if you are doing a job that you love, in a field that you are knowledgeable and passionate about. It’s also important for staff to stay enthusiastic about their jobs. A thirst for knowledge or someone who enjoys their work is a huge benefit to any company. Such individuals should be retained, as their positive impact is a big asset. Having a passion for a job usually means that they are good at it too.

 

Part of the team

Employees who feel they contribute to the company and are not undervalued by their employers are also likely to feel more passionate about their role in the business.  If they take part in meetings and feel as though they can positively improve the company, they are more likely to be loyal and stick around too. Passionate employees will constantly be striving to improve themselves. If they enjoy it, they may not even know that they are achieving this. Reading up on industry developments, for enjoyment, or socialising with like-minded individuals, are good indicators that they have a passion for the sector. Such natural self-improvement is worth its weight in gold.

 

Dispelling doubts

It’s easy to get passionate about something you enjoy. However, if there are signs that enthusiasm is flagging, it could be an indication that it’s time for change. HR managers should look for signs in their staff that they may not be as happy or passionate as they once were. This could be the moment to engage with a career coach, to identify where their strengths and weaknesses are and areas where there is room for improvement. Dips in productivity or changes in behaviour are good indicators of doubts.

 

Coaching back on track

Career coaches can have a positive impact on a workforce in a variety of ways. Being able to communicate with someone who can identify and help staff is a big help to morale. Simply talking to someone about their job can sometimes instil passion. Or it can help staff reconnect with what made them enjoy a role in the first place. In challenging times and in challenging situations, such reassurance can make all the difference in terms of passion and positive morale boosts.

Communicating change to your organisation

, ,

Rather than being an optional extra, internal communications plays an entirely central role in the success or failure of any organisation’s commitment to change. This is because change is always difficult territory to navigate. Comfort zones aren’t always easy to stretch and old habits die hard. There is a lot to consider but these general rules of thumb can help.

Establish the rationale

You need to know exactly why you are implementing the change, so that you can define your goals and give your change initiative credibility.

Create measurable goals

Having set goals will allow you to identify the success of your communications initiative during its implementation.

Establish a detailed plan of action

Plan out what needs to be said to who, when and how, to guide the implementation process.

Tailor your messages

Craft your messages to suit the different types of people involved in your organisation. These should be jargon-free and relevant to their line of work. Make sure everyone knows exactly what it is that is expected of them individually during and after the period of change.

Use opportunities to communicate face-to-face

This method builds trust and is immeasurably more effective than any other form of communication. It is especially important with issues that directly impact people’s work and life.

Involve senior officials in the communications process

Messages of change are much more credible and more likely to be accepted when given from the very top of the organisation.

Keep all messages consistent

Mixed messages are likely to discredit change as people will become confused, paving the way towards frustration and cynicism.

Keep messages regular

People need to be kept updated about change frequently. This can be done most effectively by regular face-to-face meetings, complemented by other methods such as emails, bulletins and newsletters.

Gather feedback and listen to employees

This will allow you to measure the success of your change initiative. It also builds trust and defuses potential problems before they can become serious issues.

Maintaining morale

, , ,

In times of structural and managerial change, always be aware of your workforce’s wellbeing. Sometimes it’s not apparent what the impact periods of major change can have on your staff, but the emotional toll is often the unseen price of adjustment. It’s vital that you know and recognise the signs of slipping, disrupted or low morale.  

Get the balance right

Morale is a vital part of any company. Maintaining good morale is healthy for any workforce and the make-up of your staff will be a deciding factor in how well morale is retained. Good morale tends to improve and maintain productivity, enhance creativity and encourage collaboration. Laughter and a good atmosphere in the workplace has a range of benefits, including such positive factors as improved general wellbeing and good communication. Don’t chat, laugh and joke all day, but sometimes informality and humour can take toil out of the workplace environment. Give your people a morale boost: reward success, instil pride and acknowledge when things are going well. It’s not always easy – especially during transitional periods – to do this.

Play for the team

Not everyone will want to look on the bright side. But try not to make things worse than they are either. Divisions in a team, or divisive action within an office or other work environment, can only lead to impacts on morale in the long term. A healthy sense of competition often leads to favourable outcomes, but unhealthy troublemakers only sow discord. If your staff don’t seem to enjoy being at work, and if their work is suffering as a result, then the signs probably indicate that there’s something wrong with their morale. 

Adapt to change

Individual members of staff don’t have to be the ones who are actually experiencing the change. Comings and goings in the workplace instigate their own set of challenges, as even minor changes bring about behavioural and productive fluctuations. If your team is directly or indirectly affected by change, it can be influenced in many different ways. Low self-esteem and stress are two of the ways wavering morale can impact your employees, and both are not easy emotional conditions to address in a straightforward way.

Strength and purpose

During periods of transition, it’s important not to lose sight of where your employees’ strengths lie. As you take your workforce in new directions, make sure that good morale is at the core of your endeavours. Look from an optimistic perspective at the changes, for them and for you, and use these as positives to shape their career evolution. Be mindful that although morale is difficult to sustain at a high level in times of uncertainty, it is also something that is ignored only at your peril.

THE DAWN OF A NEW DECADE

, , , ,

Whenever we pass significant milestones, be they personal or historical, we often reflect on what we have achieved. Significant personal ones are the passing years of wedding anniversaries or birthdays, while we often look at how long we have worked somewhere, in a certain role, as being a good way of seeing how our career path has advanced. The beginning of a new decade is one of those important milestones that cause such reflection and assessment, and offers time for us to re-evaluate, in terms of own career and that of our organisation.   

The career landscape

The last decade of business has seen a lot of transition, with technology in particular having a significant impact on working methods. The shape of employment is changing, with to some extent a greater degree of flexibility on offer. There is no longer a need to work for a single company, or sometimes even in an office environment at all, and this allows both employers and employees different approaches to their working lives. This can be factored into your thoughts and decisions, when thinking about where your company stands at the start of a new decade. For many, the traditional career trajectory is one that suits their wellbeing much better. The traditional model – of long-term employment and steady career progression – offers stability and security, but does it always offer fulfilment?

New challenges

Say you have been working at the same place for the last 10 years, running a successful company or guiding staff as a HR manager. Has it brought you and the company the rewards it should, or the hard work put in by everyone has deserved? The next significant question is, if change is in the offing, what next? If your company is in a period of transition, you may be looking at your or your team’s future.  This is a good time to think about what you want and what your company needs. Executive coaching can enable leaders to develop greater self-awareness, whilst building capability and effectiveness. Team coaching works with the whole team to help improve their collective performance and how they interact and work together.

Career Evolution

It many instances, it makes a great deal of sense of connect with a career coach, who may be able to help you or your business in new, exciting and profitable directions. Positive change can make a real difference to our working lives. Merely discussing how employees feel and what they want to achieve can bring focus and clarity to a situation. A coach will provide options and advice on where you and your team’s strengths and weaknesses lie, and how you can use them to you best advantage.  If you think a coach or mentor can help you find the next steps on a career path, then contact Career Evolution today. Together we can make the next decade your business’s best. 

Resilience in the Workplace

There are many things to consider when dealing with transitional periods in the workplace – from getting the communications right, to working with employees to help them find their next career.  However, possibly one of the more important aspects is ensuring the people who are at the coalface, managing and supporting their teams, receive the tools they need to enable them to do this effectively.  The importance of resilience at these times should not be underestimated, so I asked Jo Clancy, our Business Change Consultant, to explain a bit more about it and the training we can provide.

What is resilience? Resilience is what gives people the psychological strength to cope with change, stress and uncertainty. Psychologists believe that people with high levels of resilience are better able to handle challenging conditions and adapt to new situations. Dealing with change or loss is an inevitable part of life, but resilience provides the ability to bounce back from any setback or change with a positive attitude and approach.

Why is it important to have resilience?  Resilience is particularly important when you are going through any period of change, be it positive or negative, in your personal life or working life.  It ensures coping strategies are in place to smooth the transition.

When redundancies are in the offing, people are not just at risk of losing their job and therefore their income, but also losing their self-worth, confidence and trust.  They become very vulnerable.  They may have trouble identifying the distinction between the job and the person, and probably won’t ‘hear’ the messages they are being told properly.  They will go through many emotions – or stages – and the training we provide helps them identify these and deal with them.

What are the different stages associated with change?  There are seven stages associated with change.  These are shock, denial, resistance, acceptance, testing, understanding and finally integration.

Why is it important that managers know and understand these stages? If you understand how people will feel and think at each of these stages, you are better positioned to understand and support them.  Also, you are better placed to identify and manage your own reactions and ensure they do not adversely affect the messages you are giving to your team.

What else does the ‘Resilience for Change’ training provide?  As well as recognising the stages, resilience training helps people develop coping strategies, from talking to people and sharing how it makes them feel, through to releasing negative energy thorough sport for example.  Everybody is different, so there isn’t a ‘one size fits all’ approach to the training. Rather it highlights dangers and signposts people towards developing their own personal coping mechanisms.