When you talk about “rapidly changing times”, we are in it. These times are sweeping everybody along rapidly regardless of preparedness to be moved or preparedness to change. I feel it will be remiss of me if I did not speak about this virus and how it has aided and or hindered work.
A few months back I was talking about the fact that the offices of the future will work more remotely than the old ones. I said then about how the millennial workers would prefer a more flexible way of working and that as such, they really could be anywhere on the globe and still deliver on their assignments. Then I said that this would clearly not be for all workers.
Amazing that we have almost all been forced to work remotely. I am sure you know that working remotely has come to stay. This is when many things will become obvious to each organisation. This new way of working is called teleworking.
Even though teleworking has been thrust upon us suddenly, management support is key to its success. According to the ILO, the effective management of teleworkers requires a results-based management approach. This involves identifying objectives, tasks, and milestones, and then monitoring and discussing progress without overly burdensome reporting requirements.
Last article was talking about training on how to manage others working under you. Delegation is one of the key components of supervisory training. Correct delegation includes the above. Knowing how and what to delegate and how to get the best results.
In this dispensation, many schools and day care facilities now closed, it is important to factor in some adjustments in performance targets for those teleworkers with care responsibilities. However, this will not always be like this, the children will go back to schools even though this may take a while. Even if the teleworker does not have child care responsibilities, some target concessions should still be given because the home environment is not the same as the workplace.
Management should provide appropriate tools and training. This includes having access to appropriate equipment such as laptops and apps for teleworking, adequate tech support, and training for both managers and teleworkers. Given the real risk of social isolation that is associated with full-time teleworking, every effort should be made to help teleworkers stay connected with supervisors, colleagues and the organisation as a whole. This may not necessarily be fully in place right now because this covid-19 era came upon us all suddenly. They best that management can do should be done.
All parties need to be clear about the results that teleworkers are expected to achieve, their conditions of employment, hours of work and contactability, how to monitor progress and report results. For example, it is essential to set clear ground rules about when workers are or are not available for work – and then respect those rules. The fact that the worker is available does not mean you should call him or her at all hours.
The workers should be given the flexibility to do their work at the times and in the places that are most convenient for them, while remaining contactable during the normal business hours of the organisation only. This flexibility is essential for making telework effective because it allows teleworkers to schedule their paid work around their personal responsibilities. There will be personal responsibilities just because they are home.
I will give you the example of my daughter. Working from home last week, she had to go with her dad to the hospital because he was unwell. I was in self isolation because I travelled and just came back. she was unavailable for some time during he work day and could not be contacted at the time but she finished her assignment on time even though not during work hours.
On the side of the employees, management needs to advice that them that it is essential for teleworkers to create their own personal strategies for effective management of the boundary between paid work and personal life. This should include a dedicated workspace free from disruptions, and the ability to disconnect from work at specified times reserved for rest and personal life.
They should put ergonomics in place, meaning they need to ensure they have set-up their work place in such a way that from a health point of view, they will be able to work efficiently. Most homes are not set up as work spaces so this has to be deliberate. For example, they should ensure the chair they seat in allows them to put their feet flat on the floor. The room should be well ventilated. Their chairs have a good back rest and to put a pillow behind their backs if the back rest is not good enough. Also, they should take enough breaks and hydrate regularly.
Trust that has been built over time must come to play now because trust is the glue. That holds everything in place. Managers, teleworkers, and their colleagues need to trust each other. Telework cannot be effective without it. In this dispensation, you will have to show that staff that they can trust you. This is not the time not to disseminate information in a timely manner. This is not the time to give ambiguous information or not follow through on promises. This is not the time to skimp on capacity building.
On the corollary this is not the time to hire incompetent staff. The hiring process we have been discussing over the months now needs to be properly put in place. This is the time to ensure you have a strong culture. This is the time to ensure that your HR Management know what they are doing and are on top of things.
You can make you decision as to whether or not in this regard, Covid-19 has aided or hindered work as we know it. One thing is for sure, normal as we knew it is gone.
Most of us are locked down indoors at home or abroad. If you are in senior management or are a business owner, use this tie to figure out the way forward for your organisation. Have a great Covid-19 free weekend.
Lamide Balogun
