The massive shift to remote work from home that occurred in 2020 with the onset of the pandemic brought new challenges to coordinators and managers. Suddenly, from one day to the next, an entire company locked itself up at home, but the pace of work had to continue. Now, although many companies decided put their workers back in offices last year, there are still many others that maintain teleworking or hybrid models.
This brings important challenges, the need to new dynamics to keep the team motivated, united despite the physical distance and keep up the productivity (although many studies affirm that he telecommuting helps in this last).
In Genbeta we have already done various reviews of ideas and successful tests in this regard. Now a study new study, brings new ideas to coordinators to continue motivating their remote teams.
And there are two very striking ideas: allow asynchronous work and force people to disconnect, among others. Here we will show why. by Antoine Boquen, CEO of Horizonsa company dedicated to offering help to companies to hire employees in more than 180 countries.
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Allow to work late
Asynchronous work means that employees perform their work independently and they do not need to combine their schedules with the rest of the classmates. What is positive about this is that, by not coinciding with others, there are fewer options that you can be interrupted with calls or messages and this increases concentration and productivity.
It is clear that this does not always work. It depends on the sector. But, if possible, the Horizons executive recommends that companies allow everyone to manage their time as they see fit. And it is that “Remote work eliminates many of the distractions of the office” and if the whole team is not connected at the same time, it can also be productive because there will be less interruptions in the workflow.
force disconnection
We have already seen that remote work has sometimes been anchored in the habits of presenteeismgoing from “warming up the chair” to answer messages compulsively and after hours to show the rest of the staff and also to the superiors that you are working hard. Microsoft has already talked about the risk to digital presenteeism with the new ways of working.
In this case, Boquen from his experience in Human Resources recalls that there are already several countries and companies that have also introduced the “right to disconnect”that is, the right of employees not to respond to work requests after hours.
The rise of remote work means that employers need to be especially vigilant about this issue: with reduced visibility into how long employees actually work, the risk of them working off-the-clock increases. In other words, the manager of Horizons denies that remote work makes people lazier or using the time for leisure, if they have no control. But what is noticed is the opposite effect.
Respecting the right to disconnect across the organization is about taking active steps so employees don’t feel pressured to respond outside of work hours. He says that “in our experience, the Engaged employees may find it more difficult to disengage when they know that their colleagues are working”.