101: Virtual Office
Today’s workforce expects flexibility. Workplaces that don’t offer key employees the opportunity to work from home may find themselves losing staff. But managing a workforce that’s scattered presents a unique set of challenges. We’ve rounded up some expert advice to help you navigate this 21st century challenge.
The basics. You’ve decided to have a virtual office. Great. Now comes the work. The first step is to make sure you have a solid technology infrastructure, according to Rieva Lesonsky at SCORE.org.
“Make sure employees can access necessary files and programs from home. If your company does not have a large IT department, online applications are a great alternative,” Lesonsky writes.
Communication. A virtual staff needs adequate communication between the members and from the manager.
Dr. David G. Javitch writes on Entrepreneur.com that a manager of a virtual office is well served by setting interim deadlines for projects “so there are no surprises or gaps.” He also cites Boston Software Systems inc., which organizes retreats for staff once or twice a year.
“The purpose of these get-togethers is varied: opportunities for social interaction with employees who may never have met or who need to get to know each other; management and productivity, to discuss and improve processes, policies and procedures; information sharing; and creating a sense of unity, team building and esprit de corps.”
Build a solid foundation. The work you do at the beginning of your virtual office set is critical. One of the most important factors, writes Tara Weiss in an article at Forbes.com, is to make sure there is a level of trust between managers and employees.
Trust is “particularly important when managing employees you don’t see daily. Don’t assume your staff is taking a day at the beach if they don’t answer the phone or don’t instantly reply to an e-mail,” Weiss writes.
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