Estimated reading time: 2 minutes, 30 seconds
Companies across the world are currently faced with questions about how to reconfigure the way to work going forward after the suddenly shifting to remote work in response to COVID-19. Each week a fresh slate of executives are announcing adjusted remote work policies. For example, Chief Operating Officer, Sabine Keller-Busse, of UBS Group AG recently announced that as many as a third of its employees could work remotely on a permanent basis. In numerous sectors, including insurance, banking, media, and tech, the trend toward adopting hybrid-remote work models is spiking and becoming a defining feature of the future of work.
Often these announcements include detailed plans for what reopening co-located offices might look like, but what does that look like for employees who remain virtual? We fail to see the same level of care put into outlining a plan for the sustainability and productivity of remote workers. We created...
Estimated reading time: 5 minutes
Is it true that “people who come into the office just get more done”? That was the position posed when Yahoo walked away from remote work policies back in 2013. Remote teams who have committed to learning and instituting remote best practices have known that this idea doesn’t hold true in typical remote work circumstances (and it also has been disproven by research). Of course, remote working during a pandemic certainly pushes the limits on remote work productivity. Our challenge back would be to ask if productivity is the only or best measure of remote team success, especially during times of crisis?
Not all remote teams are created equal and so much of the effectiveness, strength, health, and productivity of remote teams rests within the hands of leadership. When remote leaders have mastered the skills needed to effectively motivate and manage their teams, it has a tremendous trickle down effect on the health,...
Learning can help all of us—leaders, distributed teams, and new-to-remote employees—cope with the uncertainty and anxiety brought about during times of crisis, such as the current COVID-19 pandemic. Developing new knowledge and skills helps us feel competent and in control. Learning a new skill can offer a chance to break away from the repetition of news, chores, and work tasks. Furthermore, the structured nature of learning encourages a feeling of "flow" in a context that offers immediate gratification.
Learning is energizing, and there are tons of resources available for developing new skills such as General Assembly’s free training and webinars, or the creative platforms of Masterclass and Skillcrush.
For individuals who may transition to new roles or want to use this time to explore new opportunities, skillbuilding is a key part of professional development. If, on the other hand, you’re...
As COVID-19 continues to spread, educational institutions are updating their contingency plans. Italy has ordered the closure of all schools and universities. Inside and outside the US, responses from universities have varied from completely canceling classes to putting lectures online, while public school systems are considering shutting down completely.
The implementation of social distancing in education parallels the actions taken by businesses to encourage or require employees to work from home. Workplaceless has pulled together a Guide to Preparing for Emergency Remote Work full of immediately actionable resources to specifically meet the urgent remote work needs of those organizations. Yet, we also recognize the immediate need for resources...
Estimated reading time: 5 minutes, 38 seconds
A new decade inspires all sorts of predictions about the soft skills and hard skills needed for the future of work. At Workplaceless, we've identified the skills that are needed to thrive in remote work environments, because being able to work, collaborate, and lead remotely is crucial to developing a career that can adapt to an increasingly distributed work environment.
No matter what skills you are looking to develop, in order to gain them, you need to start with the most important skill of all: the ability to learn autonomously and placelessly.
At no time has this skill been more critical than in our current economic reality, when all that’s certain is that it’s impossible to accurately predict how or to what extent changes like widespread adoption of workplace automation will affect our work and daily lives. This...
"Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime."
Perhaps unsurprisingly, this oft-quoted proverb holds true in modern work scenarios as well. Anyone who has worked with external consultants conducting one-off training workshops and intensive sessions know that the knowledge shared typically begins and ends with those present.
Far too often, dust winds up settling on even the liveliest learning and development experience, and desires to make big internal changes give way to the inertia of the status quo. It’s unfortunate that such a significant investment in terms of time and money is often allocated toward a short-term impact.
These isolated experiences that lack sustained attention to an organization's culture can lead to a general avoidance of learning and development (L&D) programs. Rather than approaching these efforts strategically, some companies have sidelined training or left it up to those...
Stagnancy is an innovation killer. In today’s marketplace, companies and remote leaders that want to encourage and sustain a culture of innovation, recruit and retain top talent, and maintain a competitive advantage must have and communicate a vision for creating career growth opportunities inclusive of their remote teams and remote workers.
It is vital for leaders to stay tapped into the concerns of their remote employees, who too often are left wondering:
They also worry that working remotely puts them “out of sight, out of mind”—uninformed of new opportunities and overlooked for advancement. It is crucial that remote leaders and people operations...
Updated February 26, 2020
Estimated reading time: 6 minutes, 55 seconds
Remote work, telecommute, live/work—whatever you want to call it—the concept isn’t new. Humans have been making their living outside of co-located offices for years. The resurgence of the “workhome” came on slowly, but it’s reached a fever pitch and the writing is on the wall for businesses and job seekers alike; remote work is here to stay.
However, in our mad dash out of the offices, there hasn’t been much time dedicated to addressing the skills needed to be successful at working remotely. Hiring managers the world over find themselves now in situations of back-filling competencies that haven’t been comprehensively considered. Hiring remote workers isn’t just about the bullet points on a resume—there are layers of innate and learned skills that are often difficult to suss out or even control for when hiring and evaluating team...
We’ve all read the declaration that remote work is on the rise and expected to grow exponentially in the coming years. Yet, some companies are changing course by banning and limiting remote opportunities, finding comfort in supposedly having more controlled work environments in brick-and-mortar offices.
A recently published SHRM article (“Why Are Companies Ending Remote Work?”) discusses the reasoning behind the shift of large corporations such as IBM, ATT and Yahoo to recall remote employees. Specifically, the author identifies the following concerns with remote work:
To hire, or not to hire?
It may feel as though most businesses have only just fully embraced and fostered Millennial talent in their corporate cultures, and now a new wave of candidates are hitting the job market.
The great news for remote companies: Gen Z (born 1997 - 2012) is by far the most digitally literate. (Crazy sidenote: They don’t know a world without smartphones !) Yet it seems that while they naturally possess the adequate digital skills to fill remote roles, many HR personnel may feel a level of discomfort with inexperienced workers starting positions while physically isolated.
And yes, isolation (and the pangs of loneliness that come with it) are the most frequently cited challenges for remote workers. Employers may need to be more aware of the mental health aspect of remote work for younger candidates; however, the health, safety and wellness of employees should really be treated as integral parts of your company culture in order...