Equipping remote workers

Just after WW2, there was a rise in corporate headquarters and larger office spaces and cubicles. During this time, the 8-hour workday was established.

Then came the advancements in computers and technology that lead to remote workers of today. The internet and public WiFi allowed employees to do everything they would in their cubicle, but outside the office. They can also work all hours of the day.

4.3 million people currently work from home in the United States at least half of the time, and this figure has grown by 150% in the last 13 years.  

Remote workers tend to have higher engagement rates and higher productivity levels. Once they switch to remote work, they rarely want to become office bound again.

It can be difficult to explain complex ideas. The lack of face-to-face interaction limits social cues, which may lead to misunderstandings and conflict.

• To avoid miscues and misinterpretation, match the message with the medium. Videoconferencing is the next best tool to talking face-to-face. Small, non-urgent requests are best suited to e-mail, instant messaging, or all-in-one platforms like Slack.
• Frequency of communication matters. Provide regular updates, respond to messages promptly, be available at important times.

Remote workers should be working in harmony, but people often don't know what others are doing and how everything fits together.

• Create formal processes that simulate the informal way; for example, stopping by a colleague's desk or eating lunch together. These interactions serve as course corrections.
• Managers should clearly articulate the mission, assign roles and responsibilities, create detailed project plans, establish performance metrics. They should also document all that and make it available offsite.
• Managers should model and enforce the processes until they are completely incorporated.