After Yahoo and BestBuy dissolved their remote work programs in 2013, many business leaders and HR professionals started looking at their own flexible work programs with a keener eye and a greater degree of skepticism and scrutiny. David Lewis Headshot 2015_Web SizeBut remote work as a business practice is not inherently problematic; it’s that most organizations don’t know how to make it work to their advantage. When structured properly, a remote workforce can be as effective as any on-site organization. In this one-hour webinar, David Lewis, President and CEO of OperationsInc, shows you how to organize a remote-work culture that gets results and develop a leadership strategy that drives success. In this session, David looks at: -How to establish rules and guidelines, and decide when remote work is appropriate and feasible. -Best practices in measuring performance and tracking a remote team’s activities and accomplishments. -Common pitfalls and issues, and how to anticipate and avoid them. David Lewis is the President and CEO of OperationsInc, a 14 year-old human resources outsourcing and consulting firm with 50+ HR professionals providing HR-related services to over 1,200 clients. OperationsInc’s extensive client base gives David a unique perspective as it relates to workplace issues across companies of various sizes, industries, and geographic markets. As a 28 year HR professional, David is a subject matter expert in the area of human resources and workplace management and has been featured as a guest on Bloomberg TV. He regularly appears in national publications such as The New York Times, Inc. Magazine, The Wall Street Journal, US News and World Report, and Forbes.

1. May 12, 2015
Information provided in the Webinar (and all associated materials) entitled “Effectively Managing a Remote Workforce” has been researched and reviewed by the HR experts at OperationsInc. The
information in this presentation is in part gathered via information available in the public domain, as well as in part the original, copyrighted work of OperationsInc and is protected under U.S.
copyright laws. As such, you may not reprint or publish in any format any portion of this presentation without the express permission of OperationsInc. OperationsInc provides the information in
this presentation. The information provided herein should not be used as a substitute for consultation with professional human resources, legal, or other competent advisers. Before making any
decision or taking any action, you should consult a professional adviser who has been provided with all pertinent facts relevant to your particular situation.

2. Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC
OperationsInc (www.OperationsInc.com)
} Human Resources Outsourcing and Consulting firm,
established in 2001 (14+ years)
} Team of 50+ HR professionals who operate as an HR
department for hire, one hour at a time
} Recognized HR subject matter experts
} Support over 1,200 clients + over 8,000 subscribers to our
bi-weekly HR newsletter – The OperationsInc Navigator

3. } Lack of available talent within a commutable
distance
} Life changes to our current teams
} Competitive forces
} Weather Events and their effect
} Our employees and their desire for work-life
balance
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

4. } Major Employer #1
} Stated that their remote employees were not as
productive per tracking they did on remote access
time / data transfers.
} RESULT – No more remote workers!!
} Bigger issue – management never set proper
guidelines and expectations / never were trained to
lead a remote team.
} Major Employer #2
} Allowed employees in certain roles (non-store
oriented) to work remotely…at their leisure.
} RESULT – No more remote workers!!
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

5. } Nature of work is / can be performed without interaction
with other employees / clients on a face-to-face basis
} Lack of presence in the office can be overcome through
technology
} Employee in question has demonstrated the ability /
maturity to work independently (no documented
performance issues)
} Employee possesses a home office setup + a distraction free
environment at home conducive to remote work
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

6. } Eliminate need for commuting
} Can reduce stress
} Reduces costs associated with performing the job
} Access to talent
} Remote employees can be anywhere
} Opens up pool of available resources
} Less need for office space
} Reduces amount of space / desks / overhead needed
} Greater Work / Life Balance for your employees
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

7. } Remote work is done as a way to avoid third party
childcare
} Employee forgoes daycare / nanny, caring for child while also
working
} Technology
} Internet connection is unreliable / slow
} Lack of proper office equipment to replicate what is present in
the office
} Home phone vs. office phone
} Who pays / at what level?
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

8. } Home office setup not in an office setting
} Distractions
} Ergonomics of setup makes computer work
uncomfortable
} Monitoring of remote worker more difficult
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

9. } Home work = potential liability if employee becomes
injured
} Ergonomics a key issue
} Wire Management / Layout
} Talk to your Insurance Broker / Worker’s
Compensation carrier about your remote team and
how / if they are covered for injury, etc.
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

10. } Laptop
} Alternatively VPN / GoToMyPc type setup to gain control of
office PC from home
} Still relies on home PC (not office specified) for speed, anti-
virus, etc.
} VoIP phone OR Cellular Phone
} Printer / Scanner
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

11. } Instant Messenger (Lync or other secure systems)
} Allows for more instant communication, monitoring
} Shows when someone is active on their system or not
} Webcam
} High Speed Internet
} Basic access may hinder productivity
} Skype
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

12. } Remote work can only be done when management
agrees
} Not something someone can simply opt to do on their own
} Home office must be distraction free / isolated
} Consider asking for a video / site visit / details description
of working conditions
} Alternatively establish terms / conditions and ask the
employee to sign off / attest
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

13. } Initial tracking / measuring of results / metrics
productivity
} Allows you to see if remote work is equal in output
} On-site needs (e.g. client meetings) will require
on-site presence on those days without fail
} Unless role has been agreed upon as 100% / mostly
remote
} FLSA issues / concerns
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

14. } Remote workers are not as connected with your employees and
your culture
} Some resentment will exist between those who are not
allowed / limited in remote working options and those who are
not
} Communication between in-office and remote employees tends
to be more challenging / possibly strained
} Perception of those working remotely can be negative if
contributions are seen as less evident / productivity lower
} Remote workers lose the benefit of learning that comes from
being around other co-workers
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

15. } Orientation / On-Boarding should be done in-office and
perhaps include 1-4 weeks in-office before reverting to
remote arrangement
} Helps foster connection with team
} Helps reinforce culture, standards
} Be sure to remember remote employees when doing
impromptu announcements, meetings, etc.
} Review Job Descriptions up front
} What can / cannot easily be done, measured, managed
remotely?
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

16. Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC
Traps to Avoid
} Over-managing the remote employee
} Away from their desk raising disproportionate concern
} Uneven playing fields
} Standards are different; higher
} Conference Calls
} Tougher to hear, connect, relate
} Consider having remote workers present with some
regularity

17. } Managing through performance issues should be done
face-to-face whenever possible vs. via phone or email
} Where do your remote workers fit into future plans
for advancement / promotion / leadership?
} Include remote workers in group meetings via webcam
where possible vs. just via phone
} Have a dress code for remote staff to avoid working in
PJs
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

18. } Rules for remote workers must be explained and reviewed with
Managers too
} How to track performance and productivity for remote workers
must be trained
} How to engage the remote people / include them in meetings
} How to track time online, availability, output
} How to use IM, Webcams as tools of communication
} Identifying telltale signs of issues for those working remotely
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

19. } Snow / Ice / Post-Storm
} As a way to have someone be productive when they cannot / do
not want to commute to the office.
} Focus on same issues / concerns about productivity,
distractions, etc.
} Is it better to have someone work remotely in less than ideal
conditions OR have them not work / take a vacation/personal
day?
} MAIN CONCERN – Can’t come to work due to schools being
closed
} Can their role as child care provider be balanced with their job
responsibilities that day?
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

20. } Connectivity
} Access via cellular stayed up longer than power / internet
} Use of “HotSpot” technology sharing via cell / data plan
} Generators often do NOT cover internet connectivity
} I can get to Starbucks but can’t / won’t get make it
into work
} Data security from public access points
} Access from public points are overloaded / slow
} Distractions
BOTTOM LINE – Accept that access remotely is not
guaranteed to be available; slower and riskier when
accessed
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

21. } Not all positions are ideal for remote employee arrangements
} Define the rules / expectations up front
} Ensure that remote employees are properly outfitted and equipped
} Train your managers on how to properly lead / manage /
communicate with / assess their remote employee
} Consider arrangements that get remote workers in the office
monthly if not weekly / engage them regardless as part of your
team
} Remote workers need to be managed differently than those in the
office, overcoming the out-of-sight issues
} Consider a separate policy / set of policies for remote workers
Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

22. Information provided in the Webinar (and all associated materials) entitled “Effectively Managing a Remote Workforce” has been researched and reviewed by the HR experts at OperationsInc. The
information in this presentation is in part gathered via information available in the public domain, as well as in part the original, copyrighted work of OperationsInc and is protected under U.S.
copyright laws. As such, you may not reprint or publish in any format any portion of this presentation without the express permission of OperationsInc. OperationsInc provides the information in
this presentation. The information provided herein should not be used as a substitute for consultation with professional human resources, legal, or other competent advisers. Before making any
decision or taking any action, you should consult a professional adviser who has been provided with all pertinent facts relevant to your particular situation.
Thank you
David Lewis
President / CEO
OperationsInc
(800) 307-5513
dlewis@OperationsInc.com
www.OperationsInc.com