training & development
Unfortunately, there are still managers who measure success
based on how much time is spent in the office, but they are quickly
becoming outnumbered as the new remote working approach
takes over. And while measuring outputs is clearly a more suitable
method of gauging remote worker performance, it is also a way for
remote-based managers to effectively measure their team’s productivity
wherever they are.
Well over half of senior-level staff manage a remote worker at
least part of the time, but in spite of this, it is alarming that less
than half of firms are putting special training in place for the management
of a remote workforce. With more businesses embracing
flexible working, implementing successful remote management
processes is absolutely essential to ensuring top workers are recognized,
nurtured and developed.
For leaders to excel in remote management, it’s integral to foster
employee relations, motivation and loyalty, yet too few firms
are putting a strategy in place to help managers set their team up
for success. Special training for remote management should be
high on the agenda for HR professionals, or they risk declines in
performance.
These findings emphasize the need for remote management
training investment to ensure the transition from a fixed to mobile
workforce is a smooth one. With the amount of modern technology
at our fingertips, a key piece to ensuring success for the remote
workforce is having a professional and properly equipped remote
work location as an extension of the workplace.
The full benefits of flexible working are unlikely to be reached
if the alternative location offered is not conducive to productivity
and are ill-equipped, noisy or distracting, such as a coffee shop
or home office. And employers should not assume their remote
staff want to work from home due to distractions and feeling lonely
when working from home. Most professionals do not want to
encroach on their home life, and many are more productive when
working from a professional environment – closer to home or
their customers.
Given the significant surge in flexible working, it is positive
news that more and more firms are adapting their performance
analysis to measuring real outputs regardless of location. A major
caveat for managers remains, however: firms need to invest in remote
management strategy and training to get the best out of their
workforce. n
Wayne Berger is the vice president of Regus Canada.
THERE ARE STILL MANAGERS WHO
MEASURE SUCCESS BASED ON
HOW MUCH TIME IS SPENT IN THE
OFFICE, BUT THEY ARE QUICKLY
BECOMING OUTNUMBERED AS
THE NEW REMOTE WORKING
APPROACH TAKES OVER.
Important tools for addressing
employees’ mental health
the national standard for psychological
health and safety in the w orkplace
A set of guidelines, tools and resources focused on promoting employees’
psychological health and preventing psychological harm due to workplace factors.
70%
of disability costs
are attributed to
mental illness.
500,000
Canadians, in any
given week, are
unable to work due
to mental health
problems.
Features
• Voluntary and flexible
• Set of tools NOT rules
• Applicable to any
type of organization
• Helps shift organizational
culture to support
psychological health
• Measures progress
Cost of Inactivity
• Absenteeism
• Presenteeism/lost
productivity
• Disability claims
• Injuries/illnesses
• Grievances/complaints
• Turnover
• Legal implications
• Staff disengagement
Resources
Read the Case Study Interim
Report on how more than
40 organizations are
implementing the Standard:
mentalhealthcommission.ca/
case-study-research-project
Download the Standard and
access other free resources:
csa.ca/z1003
mentalhealthcommission.ca #StandardCda #ImplementationGuide
50 ❚ FEBRUARY 2016 ❚ HR PROFESSIONAL