Hier erfahren Sie, wie Sie als HR-Experte die potenziellen Nachteile der Remote-Arbeit bewältigen können.

It's hard to imagine that an "HR" professional would struggle with concepts related to remote work, but like so many other areas it's always easier to give the right advice than to follow it yourself. Sound HR professionals should constantly conduct self-awareness exercises to ensure they're not falling into the traps of remote work - overwork, failing to set boundaries, and lacking the engagement built into many onsite roles. A "buddy" or coach can be helpful in helping you identify where you might be struggling, and participating in virtual training and development may help you forge remote friendships and relationships that will serve you in keeping momentum in your HR career.

Ante todo, naturalizar que el trabajo remoto es una modalidad de trabajo. Debemos potenciar y utilizar todas las herramientas que tenemos a nuestra mano, a un click de distancia. Facilitemos espacios de trabajo compartido, más allá de la distancia física. Estemos más allá del chat y los correos electrónicos, y aprovechemos herramientas que permitan la comunicación con voz y gestos. Fomentemos también charlas informales, al igual que en el entorno presencial, por su valor en la creación de vínculos. Podemos estar cerca, aunque nos encontremos físicamente distantes.

So many remote work "experts" tout their use of virtual coffee hours, happy hours and other similar approaches to why their teams are successful. My advice is to avoid these contrived experiences and seek to include social interactions as the opening of most of your team engagements. Check in on your team members in one on ones - ask about their lives, their interests, or whatever is important to them. Just don't let these conversations hijack your work time - spend the first five minutes checking in and chatting, and then move into your meeting agendas.

Having remote workers in one's team implies in my opinion, a lot more than creating "spaces" for connection (virtual meetings, chats, etc...). Sense of belonging is a tricky, psychological factor which cannot only be created by ensuring regular meetings, calls or coffees. I think that it also requires integrating remote in all the HR processes and throughout the "employee lifecycle", from onboarding to outboarding. Otherwise, there is the risk to stay at superficial levels of communication, connection and integration for the remote worker and for the office-based team

Flexibility isn't just working from home or adjustable schedules, it's being able to set the tone that the work and results come first. When that focus becomes your mantra, the flexibility tends to take care of itself. Say you've got a massive project due next week, but not enough time in the work week left to finish it. Maybe allow yourself to take an afternoon break and pick up the rest of what you need to do over the weekend. I know - no one wants to work on their off-time, but if we're focused on results, our people will learn how to budget their time and resources to make ends meet. You'll be amazed at how those seeking flexible work arrangements will bend over backwards to deliver for you when you give them the autonomy to do so.