From 8 to 15 days: this is the estimated number of free time that employees recover over a year thanks to teleworking. Thanks to the travel time saved as well as the small domestic tasks carried out during the day and during breaks, teleworkers therefore benefit more and better from their children and their leisure time. However, many team leaders have reservations about allowing their teams to regularly work from home. However, the advantages for employers and managers are not left out!
Loss of control, team cohesion or even data security are some points that can upset some companies when authorizing their teams to work remotely. However, most of these concerns quickly become obsolete with a little planning, training on hybrid or remote management, clear guidelines and practices adapted to the context and specificities of the organization in question.
So, teleworking: How does it work?
How to implement an effective teleworking strategy with your team
It is relevant to emphasize the importance of co-constructing this teleworking strategy and policy with the first concerned. In order to ensure the sustainability but also the relevance and consistency of the work, you must collect the expectations and needs. members of your team.
SLAC is a model that not only allows Diagnose discomfort felt at work but at the same time offers food for thought to overcome them. It is a tool that lends itself very well to the analysis of a telework strategy.
Some innovative tools apply the SLAC, in particular as an audit of the level of well-being at work.
This first element questions the meaning on two levels. The “big sense” about the purpose of the organization. The “little sense”, when it comes to questioning the role of the person within the work team.
In telework, stressing the importance of the person’s small sense of role is even more important. People don’t see each other and can therefore see their role less well than other members of the team.
The link is built, developed and maintained thanks to the different discussion spaces that exist. These can be formal, informal, face-to-face, remote or hybrid.
In telework, it’s easy to lose touch with your team members. Proper functioning and clear sharing of formal and professional information also requires informal and more free discussion spaces.
This is about the very organization of day-to-day work. Coordination is the key word on this facet. This is also where the manager can have the biggest impact. Coordinating the work of his team is indeed one of his major responsibilities.
In telework, communication is key in order to successfully coordinate the work to be done. A real pivot to ensure a transversal view of the missions, the manager must be even more attentive to his team.
Comfort is the first element that emerges when we ask executives and managers about their well-being at work. This obviously includes all aspects of physical comfort but starts with an acceptable standard of living, ie a good salary.
In telework, the biggest risk is often work-life balance. Barriers are more difficult to put up and this can create vicious circles. The manager must therefore be particularly attentive on this point.
Examples of elements to integrate into your telework strategy
Depending on the context of the organization but also the specificities of the different positions, contexts, environment and responsibilities of each team, it is important to think about a coherent strategy and in line with the four facets of SLAC. Here is a (non-exhaustive) list of elements to consider when implementing a telework strategy.
- Internal communication channels. The internal communication of a team is the basis of its proper functioning. This is why it is necessary to define the different communication channels when teleworking. The specific uses of each communication channel (telephone, e-mail, instant messaging, etc.) must be decided by the team.
- Coordinate face-to-face time. An example of a practice often applied by companies is when all team members must come face-to-face at least two days a week. A day is fixed to allow the presence of all employees in the office at the same time. The second day can be freely chosen by the employee. It can be a fixed day or a variable day.
- Management by objectives. Hybrid or remote management does not change the fundamentals of management. It only makes it more demanding, more rigorous. Instead of counting the hours of presence, the manager defines, together with the member of his team, objectives to be achieved within a defined time.
Teleworking is essential today in a large number of professions and sectors. Employees have become accustomed to teleworking and are taking advantage of its advantages. The transition was somewhat brutal at the time of the health crisis, but the fact remains that it is now in place. Managers must therefore train in remote management in order to evolve. It is important to develop not only their knowledge of teleworking but also their practices. Nicomak has implemented a teleworking policy since its creation in 2009. Our consultants therefore know the subject well and have been training public and private organizations on remote management for more than 15 years. The subject appeals to you but you don’t know where to start? Do you need arguments to convince your hierarchy of the merits of implementing a teleworking policy? Contact us today to think about it together!