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REMOTE MANAGEMENT
ONLINE LEARNING PROGRAMME
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
ESWATINI
23 MARCH 2021
Management of Remote Workers_Best Practice principles and processes
SCOPE OF TRAINING
• INTRODUCTION AND CONTEXTUALIZATION
• STUDY UNIT 1: CRITICAL SUCCESS FACTORS,
CHALLLENGES AND CONSTRAINTS OF REMOTE WORKING
• STUDY UNIT 2: COMPETENCY PROFILE AND SKILLS OF
EFFECTIVE REMOTE MANAGERS AND WORKERS
• STUDY UNIT 3: REMOTE COMMUNICATION BEST PRACTICE
SCOPE OF TRAINING
• STUDY UNIT 4: PRODUCTIVITY IMPROVEMENT AND
MOTIVATION FOR REMOTE WORKERS
• STUDY UNIT 5: EMPLOYEE ENGAGEMENT OF REMOTE
WORKERS
• STUDY UNIT 6: PERFORMANCE MANAGEMENT OF
REMOTE WORKERS
• SUMMARY AND CONCLUSION
ONLINE LEARNING
PROGRAMME SCHEDULE
❑Session 1: 8.30 – 10.30
❑Tea-break: 10.30 – 10.45
❑Session 2: 10.45 – 12.45
❑Lunch-break: 12.45 – 13.30
❑Session 3: 13.30 – 16.00
AGREE OR DISAGREE?
WHY?
STUDY UNIT 1: CRITICAL SUCCESS FACTORS, CHALLLENGES AND CONSTRAINTS OF REMOTE
WORKING
SCOPE OF WORK
(S/U 1)
• Refer to pages 8 - 19 in the Learner
Manual
• Refer to Learning Activity 1
(page 19 in the Learner Manual)
CRITICAL SUCCESS FACTORS FOR REMOTE
WORKING (COTTER, 2021)
• https://www.surveymonkey.com/r/Y5XQG3T
• #1: Conducive and supportive organizational culture and
value system, so that remote working can flourish
• #2: Appropriate HRM and remote work strategy and
objectives, aligned with company business strategy
• #3: Flexible and enabling organizational structures
• #4: Compliant HRM Governance framework (HRM, remote
employment and related policies)
• #5: Appropriate, collaborative and supportive HRM and
employment practices
CRITICAL SUCCESS FACTORS FOR REMOTE
WORKING (COTTER, 2021)
• #6: Efficient work processes and digital systems, supportive of
remote working
• #7: Stable and reliable technological platforms and tools and
internet connectivity to promote effective remote work, meetings
and communication.
• #8: Relevant leadership competencies and remote working skills
• #9: Supportive and engaging management and cohesive remote
team members
• #10: Sufficient performance, productivity and remote employee
well-being monitoring and evaluation tools and control processes.
• https://www.surveymonkey.com/r/Y5XQG3T
AGREE OR DISAGREE?
WHY?
THE 6 BIGGEST REMOTE WORK CHALLENGES
(AND HOW TO OVERCOME THEM)
• #1: Working too much
❑ How to avoid over-working
❑ How to make sure you get the most important work done
❑ How to deal with interruptions at home
• #2: How to not feel isolated when working from home
• #3: Communication issues and being out of the loop
• #4: Time zone differences
• #5: Technology hiccups
• #6: Bad health habits
LEARNING ACTIVITY 1
• 1.1 Critically evaluate Mbabane Municipality’s current
remote working practices against the critical success
factors for remote working arrangements. Refer to the
link: https://www.surveymonkey.com/r/Y5XQG3T
Identify gaps and recommend improvement strategies.
• 1.2 Explain your own challenges of working remotely at
Mbabane Municipality. In order to become a more
efficient organization, recommend improvement
strategies to overcoming these identified challenges of
remote working at Mbabane Municipality.
STUDY UNIT 2: COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS
SCOPE OF WORK
(S/U 2)
• Refer to pages 20 – 28 in the Learner
Manual
• Refer to Learning Activity 2
(page 28 in the Learner Manual)
TRAITS OF LEADERS WHO SUCCESSFULLY MANAGE
REMOTE EMPLOYEES
• Sympathy/Empathy
• Communication
• Accountability
• Reach-ability/Availability
• Flexibility
Management of Remote Workers_Best Practice principles and processes
• Integrity
• Agility and Passion
• Personal Accountability
• Self-Awareness and Grit
• Self-Motivation
• Drive and Collaboration
• Independence
• Self-Management and Initiative
• Communication
• Discipline and Dedication
• Time Management
• Responsiveness
• Personal Leadership
LEARNING ACTIVITY 2
• Group discussion:
2.1 By referring to the ATD framework, evaluate your
leadership competency profile in the Mbabane
Municipality remote working environment? Identify
development gaps and recommend improvement
strategies.
2.2 Discuss the traits of successful Mbabane
Municipality employees in the remote working
environment?
AGREE OR DISAGREE?
WHY?
STUDY UNIT 3:
REMOTE
COMMUNICATION
BEST PRACTICE
SCOPE OF WORK
(S/U 3)
• Refer to pages 29 – 35 in the Learner
Manual
• Refer to Learning Activity 3
(page 35 in the Learner Manual)
REMOTE WORKING
COMMUNICATION
• 4 ways to communicate with remote
teams:
❑ Hold monthly virtual all-hands meetings
❑ Send monthly company newsletters
❑ Use a virtual collaboration workspace
❑ Hold weekly virtual team meetings
• Remote communication tools
• Navigating remote work communication
challenges
NAVIGATING REMOTE WORK
COMMUNICATION CHALLENGES
• Every person has different preferences and
needs for communication
• When over communication turns into
micromanagement
• Communication can interrupt productivity flow
• Difficulties with technology
• Misunderstandings due to differences
• Hybrid team communication gaps
LEARNING ACTIVITY 3
Group discussion:
3.1 Identify the five (5) foremost
remote communication barriers at
Mbabane Municipality. Recommend
improvement strategies for these
remote communication barriers.
STUDY UNIT 4: PRODUCTIVITY IMPROVEMENT AND
MOTIVATION FOR REMOTE WORKERS
SCOPE OF WORK
(S/U 4)
• Refer to pages 36 - 48 in the Learner
Manual
• Refer to Learning Activity 4
(page 48 in the Learner Manual)
Management of Remote Workers_Best Practice principles and processes
X4 STRATEGIES AND WORKERS’ TOOLKITS TO STAY
PRODUCTIVE
• Strategy 1: Create a safe and effective foundation for remote digital
access
• Strategy 2: Provide access to productivity, line of business
applications, and communications/collaboration tools
• Strategy 3: Develop remote working skills
• Strategy 4: Cultivate a remote working culture and mindset
PRODUCTIVITY IMPROVEMENT STRATEGIES
• Job design
• Intra-preneurial incentives
• Training and education
• Incentives
• Empowerment and participation
• Devising reward systems
Management of Remote Workers_Best Practice principles and processes
BENEFITS OF A MOTIVATED REMOTE TEAM
• Quality performance
• High levels of productivity (“a team
member is a productive team member”)
• High levels of commitment (to both the
team and organization)
• High levels of team cohesion
MOTIVATIONAL STRATEGIES
• Set specific goals for employees
• Goals should be realistic and attainable
• Job must suit the employee’s personality
• Respect and recognise individual differences
• Provide immediate feedback to employees on their performance
• Rewards should be individualistic
• Link rewards to performance
• Honour the principle of internal equity (i.e. fairness for all employees)
• Motivational theories should be regarded as cultural bound
Management of Remote Workers_Best Practice principles and processes
LEARNING ACTIVITY 4
• Group discussion:
• 4.1 By referring to the L-A-D-I-O approach, develop
productivity improvement strategies for your remote
team at Mbabane Municipality, in respect of remote team
structures, processes, systems, behaviour (culture) and
resources.
• 4.2 As a remote manager, develop motivational strategies
to enable the self-actualization and maturity levels of
Mbabane Municipality remote employees.
STUDY UNIT 5: EMPLOYEE ENGAGEMENT OF REMOTE WORKERS
SCOPE OF WORK
(S/U 5)
• Refer to pages 49 - 57 in the Learner
Manual
• Refer to Learning Activities 5 and 6
(pages 51 & 57 in the Learner Manual)
AGREE OR DISAGREE?
WHY?
EMPLOYEE ENGAGEMENT STRATEGIES
• Engagement with the job
❑Where employees are strongly engaged with the work they are actually doing, research shows that this
produces high performance, high levels of support to the team and low levels of deviant behaviour.
❑While most engagement interventions seek to build organisational engagement, it might be better to look at
interventions to make work more meaningful for employees and/or to work harder on the person/job fit.
• Engagement with the organisation
❑Good practice in this area requires total buy-in and visible leadership and commitment for all levels of
managers.
❑Many of the issues which directly impact on the engagement of employees reside with managers and their
behaviour and treatment of employees.
❑HR practitioners’ roles are to diagnose, support and coach management on those issues and to review,
redesign and implement HR specific programmes including learning and development, performance
management and reward management.
Management of Remote Workers_Best Practice principles and processes
REMOTE EMPLOYEE ENGAGEMENT CRITERIA
(COTTER, 2019)
• https://www.surveymonkey.com/r/YGNCM6X
1. Your organization’s remote employees have clarity regarding their respective roles/jobs and
performance expectations; there is role/job optimization as well as perceived task/job identity and -
significance.
2. Your organization’s remote employees receive an abundance of recognition and praise as well as
demonstrable care and interest from their managers.
3. Your organization’s remote employees receive encouragement of their personal and professional
development and there is significant managerial interest in career progression and development.
4. There is collegial and harmonious working relationships amongst remote team members and peers at your
organization.
5. Your organization’s remote employees have sufficient workplace resources, materials and equipment to
perform their jobs satisfactorily and they have reasonable autonomy to plan/schedule daily tasks and to
make routine decisions.
REMOTE EMPLOYEE ENGAGEMENT CRITERIA
(COTTER, 2019)
6. Your organization’s remote employee opinions and inputs are valued by management and there
is significant organizational platforms and opportunities for them to exercise their employee voice.
7. Your organization’s remote employees have meaningful levels of trust in the organizational
leadership team and are regarded as exemplary role models.
8. There is a culture of performance excellence at your organization and the majority of remote
employees are prepared to go the extra mile and are committed to sustaining high quality and
performance standards.
9. Your organization has a conducive work environment, culture and climate that promotes a
strengths-based leadership culture; offers work-life balance, remote employee well-being and fair
remuneration and other employment practices and -policies.
10. Your organization has a significant training investment factor, advocates and employs talent
management and -development strategies and there are ample opportunities for remote
employees to learn and grow.
https://www.surveymonkey.com/r/YGNCM6X
LEARNING ACTIVITY 5
• Individual Activity:
• 5.1 Diagnose Mbabane Municipality’s current remote employee
engagement levels against the ten (10) best practice criteria. Refer to the
link: https://www.surveymonkey.com/r/YGNCM6X
• Group Discussion:
• 5.2 Identify gaps and recommend improvement strategies.
STRATEGIES
CIPD STRATEGIES (2013)
• “Giving employees meaningful voice: facilitating upwards feedback, having respectful, adult
to-adult conversations and responding to employee views
• Effective communications that keep employees well informed and reinforce the organisation’s
purpose
• Role modelling: employees need to see that managers are committed to the organisation and
uphold the values of employee engagement in how they act
• Fair and just management processes for dealing with problems and supporting employee well-
being.”
STRATEGIES TO ACCELERATE
EMPLOYEE ENGAGEMENT
• According to Gallup (2013), three (3)
strategies to accelerate employee
engagement are:
❖Select the Right People and
Managers
❖Develop employees’ strengths
❖Enhance employees’ well-being
SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS
• Through selecting the right managers and employees for any role, companies can
strategically boost engagement.
• Great managers have great talent for supporting, positioning, empowering, and
engaging their staff.
• A few key employees stand out for their ability to foster workplace engagement. They
energize and influence others with their commitment to achieving organizational and
team objectives.
• Gallup developed the Engagement Creation Index (ECI) — an innovative tool designed
to identify and measure the talent for engaging others — to help organizations
transform their engagement dynamic by adjusting their hiring practices. ECI captures a
candidate’s ability to act as a catalyst to build engaged work teams.
SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS
• It is imperative for leaders to devise selection strategies with the goal of accelerating employee
engagement. This starts with hiring and promoting managers based on objective selection
criteria to ensure that companies hire/promote managers with the talent to lead and engage
their workgroups.
• With each new hire or promotion, employers have the opportunity to maximize employee
engagement in the workplace.
• People want to feel supported, have a sense of belonging, and understand the contribution
they can make toward organizational goals. Making sure that they get these things from their
interactions with managers and team members is key to driving their engagement.
STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE
ENGAGEMENT
• Managers who focus on their employees’ strengths can practically eliminate active
disengagement and double the average of U.S. workers who are engaged nationwide.
• Building employees’ strengths is a far more effective approach than trying to improve
weaknesses.
• A strengths-based management approach is the best way to improve the employee -
manager relationship.
• Increased productivity:
❖Gallup’s data show that simply learning their strengths makes employees 7.8% more productive.
❖Teams that focus on strengths every day have 12.5% greater productivity.
STRENGTHS-BASED
LEADERSHIP APPROACH TO
EMPLOYEE ENGAGEMENT
• Help employees align their greatest talents
to the expectations and responsibilities of
their roles.
• Incorporate strengths into performance
conversations and reviews and help
employees set goals based on their
strengths.
• Focusing on strengths improves
employees’ lives and the organization’s
bottom line – facilitates a win-win
situation
ENHANCE EMPLOYEES’ WELL-BEING
• Great managers know that the whole person comes to work and that each employee’s well-being
influences individual and organizational performance.
• Employees who are engaged in their jobs are generally in better health and have healthier habits than
employees who are not engaged or are actively disengaged.
• Engaged and thriving employees are resilient and agile
• Thriving employees have strong, progressive overall well-being; struggling employees have moderate
or inconsistent overall well-being; and suffering employees have well-being that is at high risk.
• Employees who are thriving in their lives overall are more than twice as likely as those who are
struggling to be engaged in their jobs.
• Employees with high well-being have lower healthcare costs
THE MANAGER’S ROLE IN IMPROVING EMPLOYEE ENGAGEMENT AND
WELL-BEING
• Make well-being an organizational strategy — much like other organizational outcomes
• Communicate a commitment to well-being consistently in all of the programs the company offers.
• Hold leaders accountable for well-being programs available to employees.
• Consider how to embed activities to increase well-being in individual development plans and goals.
• Set positive defaults for making healthy choices.
❖In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible.
❖Offer plenty of opportunities to join physical or social activities throughout the day.
BEST PRACTICE EMPLOYEE
ENGAGEMENT
• According to Gallup (2013) research, the best
organizations deeply integrate employee
engagement into the following four (4) areas:
❖Strategy and Leadership Philosophy
❖Accountability and Performance
❖Communication and Knowledge Management
❖Development and on-going Learning
Opportunities
ARMSTRONG’S EMPLOYEE
ENGAGEMENT STRATEGIES
❑Leadership
❑The work environment
❑Job design
❑Opportunities for personal growth
❑Performance Management
TINYpulse (2018)
STRATEGIES
• Great managers fuel employee loyalty
• Recognition is a matter of priority
• Employees crave work-life balance
• Culture eats compensation for breakfast
• Growth opportunities are talent-magnets
MOST IMPACTFUL EMPLOYEE ENGAGEMENT DRIVERS
(HARVARD BUSINESS REVIEW – 2014)
VIDEO CLIP
• What Great Employee Engagement looks
like?
• https://www.youtube.com/watch?v=VA_z
5mvjeLc
• Debriefing: Extract the lessons from this
video clip
LEARNING ACTIVITY 6
• Group discussion:
• 6.1 Critically review the various expert
remote employee engagement strategies
and extract those that you believe are
most relevant to Mbabane Municipality,
in the form of a Code of Best Practice.
STUDY UNIT 6:
PERFORMANCE
MANAGEMENT OF
REMOTE WORKERS
SCOPE OF WORK
(S/U 6)
• Refer to pages 58 – 76 in the Learner
Manual
• Refer to Learning Activities 7 & 8
(pages 59-61 and 76 in the Learner Manual)
REMOTE PERFORMANCE
MANAGEMENT BEST PRACTICES
• https://www.surveymonkey.com/r/YHY8PHX
• #1: The Remote Performance Management System (PMS) of your organization is directly
linked to the strategic goals of the institution.
• #2: The Remote PMS of your organization is (horizontally) integrated with the other HRM
functions and also the core business processes (finance, customer & operations) of the
institution.
• #3: The Remote PMS of your organization is balanced in terms of focusing on improving
both short-term outputs or results and also in the medium to long-term future i.e. future-
proofing the business/operating model.
• #4: The Remote PMS of your organization encourages full participation and wide
engagement and extensive consultation, focused on measuring quality standards.
• #5: The Remote PMS of your organization is user-friendly, simple and understandable for
all users.
REMOTE PERFORMANCE
MANAGEMENT BEST PRACTICES
• #6: The Remote PMS of your organization adapts from only management performance
expectations to management, customer and other (internal and external) stakeholder
expectations and is agile and responsive to environmental change, global best practices and
future trends.
• #7: The PMS of your organization provides an opportunity to recognize remote performance
excellence.
• #8: The PMS of your organization is vigilant and efficient in identifying and correcting poor
performance levels and under achievement of performance goals and standards by remote
employees.
• #9: The Remote PMS of your organization is line management-driven with active support and
business partnering from the human resources department.
• #10: The PMS is a continuous process that accurately identifies multi-level (individual, team
and organizational) performance and skills gaps i.e. generates crowd-sourced (360-degree)
performance intelligence and –analytics, which is effectively leveraged as a performance
development and -improvement management tool for remote workers.
• https://www.surveymonkey.com/r/YHY8PHX
LEARNING ACTIVITY 7
• 7.1 Individual diagnosis:
• In your capacity as a remote manager, review
and rate the efficiency and effectiveness of the
current remote performance management
process at Mbabane Municipality, measured
against the above Best Practice criteria
yardstick. Refer to the SurveyMonkey link for
the online survey:
https://www.surveymonkey.com/r/YHY8PHX
• 7.2 Group discussion:
• Identify gaps and recommend improvement
strategies.
Management of Remote Workers_Best Practice principles and processes
10 CHARACTERISTICS OF HIGH PERFORMING
REMOTE TEAMS (COTTER, 2020)
• https://www.surveymonkey.com/r/YHNT6Y6
• 1. Creating a cohesive, mature and high performing (HIPO) team
culture;
• 2. Establishing team norms, values and constructive role allocation;
• 3. Applying effective and innovative problem-solving processes and
practices;
• 4. Demonstrating effective decision-making practices and processes
and actively promoting group consensus when engaging with key team
decisions;
• 5. Practicing collaborative communication, principles of constructive
dialogue and critical conversations;
10 CHARACTERISTICS OF HIGH PERFORMING
REMOTE TEAMS (COTTER, 2020)
• 6. Promoting diversity and inclusivity of all team members as team
assets;
• 7. Practicing functional. Constructive and amicable conflict resolution
and -management processes;
• 8. Enhancing team relationships, based on a foundation of trust,
rapport and mutual respect;
• 9. Promoting team competence, high degree of personal effectiveness
and motivation;
• 10. Promoting a high impact learning (HILO) team culture, generous
knowledge sharing and skills transfer.
• https://www.surveymonkey.com/r/YHNT6Y6
STAGES OF REMOTE TEAM
DEVELOPMENT
PERFORMANCE EQUATION
CAUSES OF POOR
PERFORMANCE
• Skills/competence
• Personal problems
• Lack of resources
• Organizational factors
PERFORMANCE MATRIX –
APPLYING COTTER’S 4 C’s (2018)
CAREER
DEVELOPING
COUNSELING
CAPITALIZING
COACHING
LEARNING ACTIVITY 8
• Group discussion:
• 8.1 Identify the stage of your remote team’s maturity. Refer to the link:
https://www.surveymonkey.com/r/YHNT6Y6 Describe the strategies to
actualize to and/or sustain the most sophisticated stage, performing.
• 8.2 By referring to the performance equation, compute your remote
team’s PPS. Develop strategies to improve any of the deficient remote
team variables.
• 8.3 Apply Cotter’s (2018) 4 C’s performance management principles to
the four (4) quadrants of the Performance Matrix. When focusing on the
poor remote performers and under-achievers, formulate performance
improvement strategies. When focusing on solid remote performers,
define your managerial/leadership role as a career navigator to promote
career fluidity and -longevity and with star performers, how to
accelerate employment mobility and promote employee retention.
TRAINING EVALUATION
• Refer to the link:
• https://www.surveymonkey.com/r/YPN556H
DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-
cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

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Management of Remote Workers_Best Practice principles and processes

  • 1. REMOTE MANAGEMENT ONLINE LEARNING PROGRAMME CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter ESWATINI 23 MARCH 2021
  • 3. SCOPE OF TRAINING • INTRODUCTION AND CONTEXTUALIZATION • STUDY UNIT 1: CRITICAL SUCCESS FACTORS, CHALLLENGES AND CONSTRAINTS OF REMOTE WORKING • STUDY UNIT 2: COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS • STUDY UNIT 3: REMOTE COMMUNICATION BEST PRACTICE
  • 4. SCOPE OF TRAINING • STUDY UNIT 4: PRODUCTIVITY IMPROVEMENT AND MOTIVATION FOR REMOTE WORKERS • STUDY UNIT 5: EMPLOYEE ENGAGEMENT OF REMOTE WORKERS • STUDY UNIT 6: PERFORMANCE MANAGEMENT OF REMOTE WORKERS • SUMMARY AND CONCLUSION
  • 5. ONLINE LEARNING PROGRAMME SCHEDULE ❑Session 1: 8.30 – 10.30 ❑Tea-break: 10.30 – 10.45 ❑Session 2: 10.45 – 12.45 ❑Lunch-break: 12.45 – 13.30 ❑Session 3: 13.30 – 16.00
  • 7. STUDY UNIT 1: CRITICAL SUCCESS FACTORS, CHALLLENGES AND CONSTRAINTS OF REMOTE WORKING
  • 8. SCOPE OF WORK (S/U 1) • Refer to pages 8 - 19 in the Learner Manual • Refer to Learning Activity 1 (page 19 in the Learner Manual)
  • 9. CRITICAL SUCCESS FACTORS FOR REMOTE WORKING (COTTER, 2021) • https://www.surveymonkey.com/r/Y5XQG3T • #1: Conducive and supportive organizational culture and value system, so that remote working can flourish • #2: Appropriate HRM and remote work strategy and objectives, aligned with company business strategy • #3: Flexible and enabling organizational structures • #4: Compliant HRM Governance framework (HRM, remote employment and related policies) • #5: Appropriate, collaborative and supportive HRM and employment practices
  • 10. CRITICAL SUCCESS FACTORS FOR REMOTE WORKING (COTTER, 2021) • #6: Efficient work processes and digital systems, supportive of remote working • #7: Stable and reliable technological platforms and tools and internet connectivity to promote effective remote work, meetings and communication. • #8: Relevant leadership competencies and remote working skills • #9: Supportive and engaging management and cohesive remote team members • #10: Sufficient performance, productivity and remote employee well-being monitoring and evaluation tools and control processes. • https://www.surveymonkey.com/r/Y5XQG3T
  • 12. THE 6 BIGGEST REMOTE WORK CHALLENGES (AND HOW TO OVERCOME THEM) • #1: Working too much ❑ How to avoid over-working ❑ How to make sure you get the most important work done ❑ How to deal with interruptions at home • #2: How to not feel isolated when working from home • #3: Communication issues and being out of the loop • #4: Time zone differences • #5: Technology hiccups • #6: Bad health habits
  • 13. LEARNING ACTIVITY 1 • 1.1 Critically evaluate Mbabane Municipality’s current remote working practices against the critical success factors for remote working arrangements. Refer to the link: https://www.surveymonkey.com/r/Y5XQG3T Identify gaps and recommend improvement strategies. • 1.2 Explain your own challenges of working remotely at Mbabane Municipality. In order to become a more efficient organization, recommend improvement strategies to overcoming these identified challenges of remote working at Mbabane Municipality.
  • 14. STUDY UNIT 2: COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS
  • 15. SCOPE OF WORK (S/U 2) • Refer to pages 20 – 28 in the Learner Manual • Refer to Learning Activity 2 (page 28 in the Learner Manual)
  • 16. TRAITS OF LEADERS WHO SUCCESSFULLY MANAGE REMOTE EMPLOYEES • Sympathy/Empathy • Communication • Accountability • Reach-ability/Availability • Flexibility
  • 18. • Integrity • Agility and Passion • Personal Accountability • Self-Awareness and Grit • Self-Motivation • Drive and Collaboration • Independence
  • 19. • Self-Management and Initiative • Communication • Discipline and Dedication • Time Management • Responsiveness • Personal Leadership
  • 20. LEARNING ACTIVITY 2 • Group discussion: 2.1 By referring to the ATD framework, evaluate your leadership competency profile in the Mbabane Municipality remote working environment? Identify development gaps and recommend improvement strategies. 2.2 Discuss the traits of successful Mbabane Municipality employees in the remote working environment?
  • 23. SCOPE OF WORK (S/U 3) • Refer to pages 29 – 35 in the Learner Manual • Refer to Learning Activity 3 (page 35 in the Learner Manual)
  • 24. REMOTE WORKING COMMUNICATION • 4 ways to communicate with remote teams: ❑ Hold monthly virtual all-hands meetings ❑ Send monthly company newsletters ❑ Use a virtual collaboration workspace ❑ Hold weekly virtual team meetings • Remote communication tools • Navigating remote work communication challenges
  • 25. NAVIGATING REMOTE WORK COMMUNICATION CHALLENGES • Every person has different preferences and needs for communication • When over communication turns into micromanagement • Communication can interrupt productivity flow • Difficulties with technology • Misunderstandings due to differences • Hybrid team communication gaps
  • 26. LEARNING ACTIVITY 3 Group discussion: 3.1 Identify the five (5) foremost remote communication barriers at Mbabane Municipality. Recommend improvement strategies for these remote communication barriers.
  • 27. STUDY UNIT 4: PRODUCTIVITY IMPROVEMENT AND MOTIVATION FOR REMOTE WORKERS
  • 28. SCOPE OF WORK (S/U 4) • Refer to pages 36 - 48 in the Learner Manual • Refer to Learning Activity 4 (page 48 in the Learner Manual)
  • 30. X4 STRATEGIES AND WORKERS’ TOOLKITS TO STAY PRODUCTIVE • Strategy 1: Create a safe and effective foundation for remote digital access • Strategy 2: Provide access to productivity, line of business applications, and communications/collaboration tools • Strategy 3: Develop remote working skills • Strategy 4: Cultivate a remote working culture and mindset
  • 31. PRODUCTIVITY IMPROVEMENT STRATEGIES • Job design • Intra-preneurial incentives • Training and education • Incentives • Empowerment and participation • Devising reward systems
  • 33. BENEFITS OF A MOTIVATED REMOTE TEAM • Quality performance • High levels of productivity (“a team member is a productive team member”) • High levels of commitment (to both the team and organization) • High levels of team cohesion
  • 34. MOTIVATIONAL STRATEGIES • Set specific goals for employees • Goals should be realistic and attainable • Job must suit the employee’s personality • Respect and recognise individual differences • Provide immediate feedback to employees on their performance • Rewards should be individualistic • Link rewards to performance • Honour the principle of internal equity (i.e. fairness for all employees) • Motivational theories should be regarded as cultural bound
  • 36. LEARNING ACTIVITY 4 • Group discussion: • 4.1 By referring to the L-A-D-I-O approach, develop productivity improvement strategies for your remote team at Mbabane Municipality, in respect of remote team structures, processes, systems, behaviour (culture) and resources. • 4.2 As a remote manager, develop motivational strategies to enable the self-actualization and maturity levels of Mbabane Municipality remote employees.
  • 37. STUDY UNIT 5: EMPLOYEE ENGAGEMENT OF REMOTE WORKERS
  • 38. SCOPE OF WORK (S/U 5) • Refer to pages 49 - 57 in the Learner Manual • Refer to Learning Activities 5 and 6 (pages 51 & 57 in the Learner Manual)
  • 40. EMPLOYEE ENGAGEMENT STRATEGIES • Engagement with the job ❑Where employees are strongly engaged with the work they are actually doing, research shows that this produces high performance, high levels of support to the team and low levels of deviant behaviour. ❑While most engagement interventions seek to build organisational engagement, it might be better to look at interventions to make work more meaningful for employees and/or to work harder on the person/job fit. • Engagement with the organisation ❑Good practice in this area requires total buy-in and visible leadership and commitment for all levels of managers. ❑Many of the issues which directly impact on the engagement of employees reside with managers and their behaviour and treatment of employees. ❑HR practitioners’ roles are to diagnose, support and coach management on those issues and to review, redesign and implement HR specific programmes including learning and development, performance management and reward management.
  • 42. REMOTE EMPLOYEE ENGAGEMENT CRITERIA (COTTER, 2019) • https://www.surveymonkey.com/r/YGNCM6X 1. Your organization’s remote employees have clarity regarding their respective roles/jobs and performance expectations; there is role/job optimization as well as perceived task/job identity and - significance. 2. Your organization’s remote employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 3. Your organization’s remote employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 4. There is collegial and harmonious working relationships amongst remote team members and peers at your organization. 5. Your organization’s remote employees have sufficient workplace resources, materials and equipment to perform their jobs satisfactorily and they have reasonable autonomy to plan/schedule daily tasks and to make routine decisions.
  • 43. REMOTE EMPLOYEE ENGAGEMENT CRITERIA (COTTER, 2019) 6. Your organization’s remote employee opinions and inputs are valued by management and there is significant organizational platforms and opportunities for them to exercise their employee voice. 7. Your organization’s remote employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 8. There is a culture of performance excellence at your organization and the majority of remote employees are prepared to go the extra mile and are committed to sustaining high quality and performance standards. 9. Your organization has a conducive work environment, culture and climate that promotes a strengths-based leadership culture; offers work-life balance, remote employee well-being and fair remuneration and other employment practices and -policies. 10. Your organization has a significant training investment factor, advocates and employs talent management and -development strategies and there are ample opportunities for remote employees to learn and grow. https://www.surveymonkey.com/r/YGNCM6X
  • 44. LEARNING ACTIVITY 5 • Individual Activity: • 5.1 Diagnose Mbabane Municipality’s current remote employee engagement levels against the ten (10) best practice criteria. Refer to the link: https://www.surveymonkey.com/r/YGNCM6X • Group Discussion: • 5.2 Identify gaps and recommend improvement strategies.
  • 46. CIPD STRATEGIES (2013) • “Giving employees meaningful voice: facilitating upwards feedback, having respectful, adult to-adult conversations and responding to employee views • Effective communications that keep employees well informed and reinforce the organisation’s purpose • Role modelling: employees need to see that managers are committed to the organisation and uphold the values of employee engagement in how they act • Fair and just management processes for dealing with problems and supporting employee well- being.”
  • 47. STRATEGIES TO ACCELERATE EMPLOYEE ENGAGEMENT • According to Gallup (2013), three (3) strategies to accelerate employee engagement are: ❖Select the Right People and Managers ❖Develop employees’ strengths ❖Enhance employees’ well-being
  • 48. SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS • Through selecting the right managers and employees for any role, companies can strategically boost engagement. • Great managers have great talent for supporting, positioning, empowering, and engaging their staff. • A few key employees stand out for their ability to foster workplace engagement. They energize and influence others with their commitment to achieving organizational and team objectives. • Gallup developed the Engagement Creation Index (ECI) — an innovative tool designed to identify and measure the talent for engaging others — to help organizations transform their engagement dynamic by adjusting their hiring practices. ECI captures a candidate’s ability to act as a catalyst to build engaged work teams.
  • 49. SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS • It is imperative for leaders to devise selection strategies with the goal of accelerating employee engagement. This starts with hiring and promoting managers based on objective selection criteria to ensure that companies hire/promote managers with the talent to lead and engage their workgroups. • With each new hire or promotion, employers have the opportunity to maximize employee engagement in the workplace. • People want to feel supported, have a sense of belonging, and understand the contribution they can make toward organizational goals. Making sure that they get these things from their interactions with managers and team members is key to driving their engagement.
  • 50. STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT • Managers who focus on their employees’ strengths can practically eliminate active disengagement and double the average of U.S. workers who are engaged nationwide. • Building employees’ strengths is a far more effective approach than trying to improve weaknesses. • A strengths-based management approach is the best way to improve the employee - manager relationship. • Increased productivity: ❖Gallup’s data show that simply learning their strengths makes employees 7.8% more productive. ❖Teams that focus on strengths every day have 12.5% greater productivity.
  • 51. STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT • Help employees align their greatest talents to the expectations and responsibilities of their roles. • Incorporate strengths into performance conversations and reviews and help employees set goals based on their strengths. • Focusing on strengths improves employees’ lives and the organization’s bottom line – facilitates a win-win situation
  • 52. ENHANCE EMPLOYEES’ WELL-BEING • Great managers know that the whole person comes to work and that each employee’s well-being influences individual and organizational performance. • Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged or are actively disengaged. • Engaged and thriving employees are resilient and agile • Thriving employees have strong, progressive overall well-being; struggling employees have moderate or inconsistent overall well-being; and suffering employees have well-being that is at high risk. • Employees who are thriving in their lives overall are more than twice as likely as those who are struggling to be engaged in their jobs. • Employees with high well-being have lower healthcare costs
  • 53. THE MANAGER’S ROLE IN IMPROVING EMPLOYEE ENGAGEMENT AND WELL-BEING • Make well-being an organizational strategy — much like other organizational outcomes • Communicate a commitment to well-being consistently in all of the programs the company offers. • Hold leaders accountable for well-being programs available to employees. • Consider how to embed activities to increase well-being in individual development plans and goals. • Set positive defaults for making healthy choices. ❖In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible. ❖Offer plenty of opportunities to join physical or social activities throughout the day.
  • 54. BEST PRACTICE EMPLOYEE ENGAGEMENT • According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four (4) areas: ❖Strategy and Leadership Philosophy ❖Accountability and Performance ❖Communication and Knowledge Management ❖Development and on-going Learning Opportunities
  • 55. ARMSTRONG’S EMPLOYEE ENGAGEMENT STRATEGIES ❑Leadership ❑The work environment ❑Job design ❑Opportunities for personal growth ❑Performance Management
  • 56. TINYpulse (2018) STRATEGIES • Great managers fuel employee loyalty • Recognition is a matter of priority • Employees crave work-life balance • Culture eats compensation for breakfast • Growth opportunities are talent-magnets
  • 57. MOST IMPACTFUL EMPLOYEE ENGAGEMENT DRIVERS (HARVARD BUSINESS REVIEW – 2014)
  • 58. VIDEO CLIP • What Great Employee Engagement looks like? • https://www.youtube.com/watch?v=VA_z 5mvjeLc • Debriefing: Extract the lessons from this video clip
  • 59. LEARNING ACTIVITY 6 • Group discussion: • 6.1 Critically review the various expert remote employee engagement strategies and extract those that you believe are most relevant to Mbabane Municipality, in the form of a Code of Best Practice.
  • 61. SCOPE OF WORK (S/U 6) • Refer to pages 58 – 76 in the Learner Manual • Refer to Learning Activities 7 & 8 (pages 59-61 and 76 in the Learner Manual)
  • 62. REMOTE PERFORMANCE MANAGEMENT BEST PRACTICES • https://www.surveymonkey.com/r/YHY8PHX • #1: The Remote Performance Management System (PMS) of your organization is directly linked to the strategic goals of the institution. • #2: The Remote PMS of your organization is (horizontally) integrated with the other HRM functions and also the core business processes (finance, customer & operations) of the institution. • #3: The Remote PMS of your organization is balanced in terms of focusing on improving both short-term outputs or results and also in the medium to long-term future i.e. future- proofing the business/operating model. • #4: The Remote PMS of your organization encourages full participation and wide engagement and extensive consultation, focused on measuring quality standards. • #5: The Remote PMS of your organization is user-friendly, simple and understandable for all users.
  • 63. REMOTE PERFORMANCE MANAGEMENT BEST PRACTICES • #6: The Remote PMS of your organization adapts from only management performance expectations to management, customer and other (internal and external) stakeholder expectations and is agile and responsive to environmental change, global best practices and future trends. • #7: The PMS of your organization provides an opportunity to recognize remote performance excellence. • #8: The PMS of your organization is vigilant and efficient in identifying and correcting poor performance levels and under achievement of performance goals and standards by remote employees. • #9: The Remote PMS of your organization is line management-driven with active support and business partnering from the human resources department. • #10: The PMS is a continuous process that accurately identifies multi-level (individual, team and organizational) performance and skills gaps i.e. generates crowd-sourced (360-degree) performance intelligence and –analytics, which is effectively leveraged as a performance development and -improvement management tool for remote workers. • https://www.surveymonkey.com/r/YHY8PHX
  • 64. LEARNING ACTIVITY 7 • 7.1 Individual diagnosis: • In your capacity as a remote manager, review and rate the efficiency and effectiveness of the current remote performance management process at Mbabane Municipality, measured against the above Best Practice criteria yardstick. Refer to the SurveyMonkey link for the online survey: https://www.surveymonkey.com/r/YHY8PHX • 7.2 Group discussion: • Identify gaps and recommend improvement strategies.
  • 66. 10 CHARACTERISTICS OF HIGH PERFORMING REMOTE TEAMS (COTTER, 2020) • https://www.surveymonkey.com/r/YHNT6Y6 • 1. Creating a cohesive, mature and high performing (HIPO) team culture; • 2. Establishing team norms, values and constructive role allocation; • 3. Applying effective and innovative problem-solving processes and practices; • 4. Demonstrating effective decision-making practices and processes and actively promoting group consensus when engaging with key team decisions; • 5. Practicing collaborative communication, principles of constructive dialogue and critical conversations;
  • 67. 10 CHARACTERISTICS OF HIGH PERFORMING REMOTE TEAMS (COTTER, 2020) • 6. Promoting diversity and inclusivity of all team members as team assets; • 7. Practicing functional. Constructive and amicable conflict resolution and -management processes; • 8. Enhancing team relationships, based on a foundation of trust, rapport and mutual respect; • 9. Promoting team competence, high degree of personal effectiveness and motivation; • 10. Promoting a high impact learning (HILO) team culture, generous knowledge sharing and skills transfer. • https://www.surveymonkey.com/r/YHNT6Y6
  • 68. STAGES OF REMOTE TEAM DEVELOPMENT
  • 70. CAUSES OF POOR PERFORMANCE • Skills/competence • Personal problems • Lack of resources • Organizational factors
  • 71. PERFORMANCE MATRIX – APPLYING COTTER’S 4 C’s (2018) CAREER DEVELOPING COUNSELING CAPITALIZING COACHING
  • 72. LEARNING ACTIVITY 8 • Group discussion: • 8.1 Identify the stage of your remote team’s maturity. Refer to the link: https://www.surveymonkey.com/r/YHNT6Y6 Describe the strategies to actualize to and/or sustain the most sophisticated stage, performing. • 8.2 By referring to the performance equation, compute your remote team’s PPS. Develop strategies to improve any of the deficient remote team variables. • 8.3 Apply Cotter’s (2018) 4 C’s performance management principles to the four (4) quadrants of the Performance Matrix. When focusing on the poor remote performers and under-achievers, formulate performance improvement strategies. When focusing on solid remote performers, define your managerial/leadership role as a career navigator to promote career fluidity and -longevity and with star performers, how to accelerate employment mobility and promote employee retention.
  • 73. TRAINING EVALUATION • Refer to the link: • https://www.surveymonkey.com/r/YPN556H
  • 74. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles- cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter