When “Virtual” Reality becomes Reality

While we may not have reached this tipping point quite as quickly without the encouragement of a necessary pandemic response, today’s organizations are now facing a difficult choice – how to safely, effectively and increasingly remotely, get work done.  Virtual teams and workplaces aren’t new; they’ve been around for years just not as pervasive as they’ve become during the pandemic.  There can be cost savings by having teleworkers (e.g. needing less office space and furnishings), broader talent pools (as you aren’t limited by those geographically close), environmental benefits (through less traffic and pollution) and work-life balance (getting back commute time for personal purposes).  There are loads of tools, software, and technology equipment that facilitate working virtually (e.g. Google Docs, Microsoft Teams, Slack, Dropbox, Zoom, WebEx, Skype, and the list goes on…), yet somehow it still seems very hard for a lot of people and a lot of organizations to make this transition.  

So, with these benefits and all this technology meaning fewer holdups, seamless access for everyone to the same version of a doc or a spreadsheet, maintaining face-to-face time (albeit over a webcam), what holds us back from embracing this new virtual reality?  

Don’t forget about the human

While typical teleworking situations don’t entail quite the same level of social lockdown faced during the pandemic, it’s important to recognize the personal impact that can occur when humans don’t get the social connection we need.  We are wired for connection.  In a study that USA Today reported on in May 2020, “About two-thirds of Americans say they felt nervous, depressed, lonely or hopeless on at least one of their past seven days, the poll found.”  Further, it was reported that there are also generational differences seen: “Some 81% of Americans under 30, along with 70% of those age 30 through 44, report feeling nervous, depressed, lonely or hopeless at least one day in the past week. That compares with 62% of those age 45 through 59 and 48% of adults 60 and over.”

Loneliness, isolation and a lack of social connection are incredibly impactful to one’s mental health.  According to Psychology Today, “it is not the number of social relationships that determines whether people feel lonely. Rather, it is the emotional and cognitive reactions the individual experiences in relation to these connections that play a role in experiencing loneliness. For example, social interactions where an individual feels the following are associated with loneliness:

• Distrust

• Emotional conflict

• Lack of social support.”

Maslow’s hierarchy of needs even notes that a sense of belonging is an important intrinsic motivator.  There is an important responsibility that organizations take on when they look to bring telework into their business model.  It’s the right thing to do – both on a human level as well as for the bottom line – to create and nurture opportunities for social connection through the workplace.  Forbes reported that socially connected employees tend to be more engaged and loyal because “quality work relationships help build a strong company culture that emphasizes respect, loyalty and trust. Social connection provides a sense of cohesion in the office, which is essential for cultivating creativity, teamwork and collaboration.”

And, of course… Logistics

It is clear that focusing on the human-side of such a change in structure is critical.  But so are logistics to support it.  Organizations should review or create policies and procedures for teleworking arrangements so there is consistency in the process and clarity on expectations, roles and responsibilities.  Considerations while making your teleworking plan could include:

• Style/Schedules

  • There are a number of structures for teleworking arrangements (e.g. Manager at the office – Employee at home, Manager at home – Employee at the office, Manager and Employee both at home or both at different offices, Partial/Casual teleworking and office time, etc.) which will impact what considerations need to be addressed in your plan.

  • Are all employees eligible, are certain roles required to work from home, are certain roles not allowed to, will there be full-time and/or part-time teleworking, a rotating schedule that allows different subgroups of employees to be in the office together at times but then it alternates on different days or different weeks, etc.?

  • Stay fluid where you can and continue to evolve the teleworking program based on feedback and what works well and what can be improved upon.

• Hiring selections

  • Make smart hires; not everyone is interested in teleworking.  During the hiring process, capitalize on using available technology and ask questions about their interest in teleworking and scenarios involving distance collaboration or dealing with challenges across virtual structures.

  • Characteristics to look for in teleworkers include, but are not limited to: self-motivated, strong communication skills, ability to prioritize, adaptable, collaborative, ability to demonstrate both independence and team-orientation, organized, reliable, results-oriented, proactive, and experience teleworking is a plus.

  • Provide a “realistic job preview” (RJP) to ensure that the candidate is also able to make an informed decision for themselves on what the job expectations will look like, sharing both the desirable and potentially less glamorous components of the job.

• Onboarding process

  • Create an efficient, comprehensive process to ensure all the necessary equipment will be sent to the new employee by their start date so they can hit the ground running.  It also demonstrates the company’s value for them joining the team opposed to starting off feeling like an afterthought with haphazardly collected items they may need.  Include a “welcome” note in the mailing from the supervisor and other teammates.

  • Use a buddy system.  Take the guesswork out of who to ask questions for the new hire by giving them a new “buddy” or two that is there to turn to as they get acclimated.

  • Create a documented orientation plan (what will be covered, when and by whom) and share this with the new employee in advance so they know what will be covered and it helps make sure details don’t fall through the cracks.  Bring in individuals from across the team and other departments when possible to broaden their network.

• Ongoing interaction

  • Schedule and hold regular 1:1s with all employees.  When there are not opportunities for casual walk-by check-ins, regular touch points have even greater importance in making personal connections that generate engagement and loyalty in the workplace.  Make these, and larger group or team meetings, video conferences whenever possible.   Seeing each other helps garner greater connection (and lets us know who may be multitasking or has an adorable cat).  

  • Build trust between you and your employees as well as facilitate trusting relationships across the team.  This can entail clarifying roles and responsibilities, holding each other accountable, assist and encourage collaboration, provide constructive guidance, accept and incorporate feedback where possible, engage in and support “small talk” to help build social connections, and don’t micromanage.

  • Effective communication is crucial.  Use all the forms available (e.g. email, IM, phone, text, video).  Share the same information with the team at the same time when relevant to ensure all are getting the same level of detail and able to hear and benefit from group discussion.  Effective communication requires intentional thought and planning so that it remains consistent and members feel part of a cohesive team and not on an island.

As a final note, let’s make sure we remember those individuals that hold roles that simply cannot be done remotely.  The pandemic has highlighted our front-line force of healthcare, safety, restaurant, grocery, delivery and convenience store workers among others; those who cared for our society, kept us safe and kept us fed and supplied.  Not every role has the option to work virtually, so in our new normal, teleworking presents an opportunity to add a layer of protection in our society and to those more vulnerable.