How to Keep People Motivated When Working Remotely

www.BusinessResultsThroughPeople.org 1www.BusinessResultsThroughPeople.org1

Virtual Motivation

Keith FenhausPresident, The Forum

President/CEO, Hallmark Business Connections

Patty SaariVice President, The Forum

Vice President, Carlson Marketing

www.BusinessResultsThroughPeople.org3

What does it mean to be a Virtual worker ?

How do I know if an employee is productive?

Or is the family pet manning the computer?

“When I talk to Wall Street, people really want to know your results, what are your strategies, what are the issues, what it is that you’re doing to drive your business. They’re focused on the bottom line. Never do you get people asking about the culture… Yet, it’s the reverse, because it’s the people, the leadership, the culture and the ideas that are ultimately driving the numbers and the results.”Stephen I. Sadove

Chairman and CEOSaks Inc New York Times, May 29, 2010

The NEW BIG Questions…

How do I help team members stay connected?

How do I build a virtual team culture?

How do I keep employees motivated when we’re not together?

What can we learn from organizations who have made Virtual Work a successful

part of their enterprise and a contributor to their bottom line?

Research Vision

Virtual Facts

30 million +employees work

virtually at least one day a week

89% of top 100 companies offer virtual work as

an option

72% of employees say that flexible work influenced

their employment decision

Telework Coalition 2007 – 2012Telework Research Network 2009The Edge Report 2008

• Telecommuting– Working from home (or elsewhere) full- or part-

time• Virtual teams

– Team members are geographically dispersed• Hoteling

– Desks are “checked out” on a daily basis; employees work where and when they want

Virtual Variations

• Failure to fully leverage technology• Difficulty in building trust• Decreased team cohesiveness• Disconnection with the culture (“going native”)• Risk of turnover

Common Challenges

• Anytime, anywhere workplace• Flexibility to mix teams• Reduction in overhead costs

Benefits

How can an organization…Develop teams

Build their culture

Motivate employees…in a Virtual Workplace?

The Forum Research 2011

www.BusinessResultsThroughPeople.org 1414

Research Method

What We Learned

Working virtually is a Strategy not a tactic

Virtual Insight 1

• “Virtual Resource Teams” are dedicated to building communication systems, motivation, technology and other forms of support

• Employee Engagement surveys are segmented and analyzed by virtual roles

• Performance Reviews are driven by project timing and results, not the calendar year or employee anniversary date

How have companies made virtual work a strategy?

How have you taken a strategic approach to working virtually?

Invest in technology to Empower people

and not entrap them

Virtual Insight 2

• Instant messaging, intranet services, file sharing resources, web conferencing and more are all maximized.

• No hesitation in investing in the latest technology if it supports virtual access

• The workplace is viewed as 24/7, and everyone is encouraged to work when they want, where they want, regardless of their geography

How do companies use technology to their advantage?

How have you used technology to enhance your virtual strategy?

Take advantage of a richer Talent Pool with a virtual strategy

Virtual Insight 3

“It’s the talent that matters, not where the person is.”

“We would not have the quality of people we have if we forced them to move locally.”

It’s all about talent

How has working virtually allowed you to rethink talent

selection?

Create a hybrid remote/live environment

to facilitate relationships and not transactions

Virtual Insight 4

• Employees in new positions are required to spend a lengthy period (up to several months) working geographically with their new team

• Business meetings (often quarterly) are an everyday investment.– Design includes a mix of content, contact and

motivation• Video conferencing is an everyday enabler

How is a hybrid environment created?

How can business relationships be enhanced in a virtual

environment?

Build Virtual Leadership

capabilities

Virtual Insight 5

• Leaders are taught “virtual leadership” skills. It’s treated like any other business skill and people are expected to learn and apply proven techniques

• New remote employees are assigned a “mentor” in addition to a manager. The mentor is a go-to resource to help navigate cultural, relationship and communication issues.

How do you promote virtual leadership?

What are some examples of virtual leadership skills in your

organization?

The Virtual Workplace looks different in

Small vs. Large companies

Virtual Insight 6

• Large companies have embraced the virtual challenges like other business problems—they’ve invested time, money and talent to make things work

• Small companies have done a more “grass roots” approach and success is tied to individual performance

How do different sized companies adapt to the demands of virtual?

Do you work for a large or small company…and how well

have you adapted to the challenges of working

virtually?

• It’s a Strategy• Invest in Technology• Seek a richer Talent pool• Create a Hybrid environment• Build Virtual Leadership skills• Leverage the opportunities of Large vs. Small

companies

Summary

• With a Smartphone in their pocket, every employee is in the virtual workplace

• Establish best practices that benefit the business and the employee

• Encourage expansion of skills sets—especially leadership and technology adaption—to fully leverage the potential

Closing Thoughts

October 26, 2011Chicago

Experience the Forum’s latest research withSecond City Communications

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630.369.7780

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