How to Keep a Virtual Workplace Engaged, Productive and Happy

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We made a big move at the end of 2016. After three decades in our headquarters, Herrmann went completely virtual.

This virtual workplace reflects the increasingly global and dispersed nature of our organisation—many of our employees are scattered across countries, states and time zones. And in light of COVID-19, we were already well-accustomed to virtual work, even before the pandemic forced many organisations to work remotely for the very first time. 

Fortunately, technology is offering more ways than ever for people to stay connected and interact with each other, whether they’re in the same building or not.

But we also recognise that you can’t just flip a switch and expect everything to continue business as usual. So we approached our move to virtual work from a Whole Brain® perspective: the goals and objectives are clear (A quadrant), and we’re keeping our eye on the future (D quadrant), but we also have to prepare for the journey (B quadrant) and keep people engaged every step of the way (C quadrant).

As we expanded our footprint, we were excited about the energy, innovative thinking and additional opportunities that opened up for us, our customers and our employees. But we also wanted to make sure we set the team up to succeed.

So what did we need to keep in mind? What should you now keep in mind as you support a newly remote workforce and possibly look to make more permanent changes moving forward?

Analytical, rational thinking, as represented by the A quadrant in the Whole Brain® Thinking model, reminds us to seek out expert advice, and that’s what we did.

Employee Engagement Tips for the Virtual Workplace

My good friend Ben Snyder, CEO of Systemation, went through a similar transition years ago. Not only does he have the experience, but his company focuses on project management, business analysis and work management training. In other words, they’re in the business of getting work done. Seemed like the perfect brain to pick for this particular challenge!

Here are some of the tips Ben shared with me based on his company’s experiences.

Sweat the details 

This classic B-quadrant activity can go a long way towards alleviating the concerns some employees might have about the transition. Systemation set everyone up with a phone, computer, printer and allowance for office furniture. In addition to a main office number with a directory, employee lines can be forwarded to employees’ cell phones so they can be reached wherever they set up shop for the day.

Take advantage of technology to keep people connected

There are so many tools available to help virtual employees stay connected. At Systemation, as at Herrmann, Slack is the virtual water cooler of choice, and everyone is required to post something at least once every day. Whether it’s a salesperson recapping a great call or someone simply posting what they’ve got on deck for the day, this keeps people engaged and tapped into what’s going on throughout the organisation.

Prepare managers for the shift

If managers are used to managing people by checking in with them throughout the day, they’re going to need to develop new management and engagement strategies. New processes, workflows and communication systems may be necessary for managing the work productively, and a mindset shift may be required to build trust and confidence in managing people from a distance.

Recognise that change affects everyone differently

Unlike a company that has always operated virtually, Ben reminded me that many of my team members weren’t hired into a virtual environment; they were hired to work in an office. Some will love the new setup, but others will miss the day-to-day interaction and the hum and background noise of a busy office. It’s up to us to take proactive steps to ensure everyone feels comfortable with the change.

Don’t assume one work style fits all

Employees should be encouraged to find the right conditions and set up boundaries so that they can be most productive and efficient. For some, this may mean getting up, showering and getting dressed before ever signing on and “stepping foot in the office.” Others may wake up energised to plough through a project right away.

Ben told me that Systemation employees who prefer the hustle and bustle of an office will occasionally work in public places—a restaurant, coffee shop, the mall or even at a co-worker’s house—because they’re more productive that way. Once our global situation allows for that, it could provide an excellent option for some of your team as well.

The most important thing is to encourage employees to figure out what works best for them.

Stay focused on results

Ben says Systemation has always been a progressive company in terms of flexible work hours. No one’s scrutinising your hours or micromanaging your every move; results are what matters. And still, he admits he struggled initially with the meshing of work/life/personal that happens when a company goes completely virtual.

“When you go virtual, people’s lives really get in the blender,” he says. “If I called someone during work hours and they weren’t at their desk, I would think, well, where are they? I had to remind myself to go back to my own rules: are they producing what I want them to produce? If they are, then that’s all that matters.”

These are some great tips for maintaining a strong remote work culture, keeping people connected and getting the work done, virtually or otherwise.

We’re excited about the possibilities ahead and looking forward to the innovative ways that will be shared as we all embrace new technology and find new ways to engage and work together.

Find more tips on going remote and setting up a successful virtual work environment in our new e-book: CLICK HERE.

A button you can click to download an eBook guide for remote management and distributed productivity

 

This article was originally published on our US site. It has been updated and republished here to ensure our readers don’t miss out on valuable information.