Finally get that promotion? Get exclusive content, tips and tools to help you excel.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
When managing employees in far-off locations, keep three ingredients: knowledge, trust and connectedness.
Ensuring that your employees consistently meet expectations of performance, attendance and workplace conduct is never easy. However, when separated geographically from your employees by hundreds or even thousands of miles, the degree of management difficulty soars.
Beginning with hypothetical experiences of ABC Inc., headquartered in Richmond, Va. (all taken from actual situations), this article explores what managers can do to meet the challenges of supervising employees in distant locations.
At ABC’s corporate headquarters, the executive staff mulled over recent events at five small facilities around the country:
Source of Trouble
Why do these problems happen? If you are a manager working in the corporate office with responsibility for remote employees or locations, what should you do in these situations?
As the experience of ABC Inc. illustrates, when problems go wrong between home office and remote site, it usually has to do with three missing ingredients: knowledge or information, trust and a sense of connectedness.
In the examples above, the home office does not know what is going on in the field. It is unaware of misunderstandings. It does not know of intensifying problems. Employees at the remote sites likewise lack information. They are unaware of what is expected of them and what is truly important. Both sides suffer from a lack of feedback.
The missing first ingredient leads directly to the absence of the second and third. Unhealthy speculation fills in the knowledge gap, creating mistrust on both sides and eroding any sense of connectedness. The notion that employees at the home office and at remote locations are part of the same team in pursuit of the same objectives seems increasingly far-fetched. As a result, remote sites become breeding grounds for waste, inefficiency, disloyalty, misconduct and legal claims.
In these five locations of ABC Inc., the absence of the three ingredients is apparent. Not knowing where their facility stood in the corporate hierarchy, Minneapolis employees speculated and drew the most negative conclusions. A lack of connectedness in Fayetteville and Cheyenne led, in the first instance, to a salesman focusing entirely on his own interests at the expense of the company’s and, in the second, to management’s inability to head off a personnel problem before it reached the crisis state. In Fargo, a lack of connectedness due to a manager’s unwillingness to travel turned a difficult employment action into a disastrous one. And in Buffalo, the lack of information and connectedness with the local office led to a poor hiring decision, which in turn led to a breakdown in trust between the local office and company headquarters.
Steps to Take
Managers can take several steps to avoid a breakdown in information, trust and connectedness and to help ensure that, regardless of geographic distance, all employees remain aligned with common expectations and objectives.
Don’t let problems serve as the only triggers for communication. Maintain a regular practice of staying in touch with remote offices or employees. Suggestions include having at least one e-mail exchange a day and at least one telephone discussion a week. One manager has employees do weekly one-page reports in which they describe what they accomplished the past week, the state of morale at their location, and their ideas for improvement.
Conduct these visits even when there appears to be no problems to solve. Avoid the “Terminator” label given the ABC Inc. executive by his Minneapolis employees. Be there for positive events such as employee awards, promotions, opening of new departments, etc. During these visits, include meetings with important customers to avoid the problem experienced at ABC’s Fayetteville operation. While you’re there, make a point of being visible. Don’t slip past the receptionist and spend your time holed up in the local manager’s office.
Bear in mind, as one executive observes, it is often when things are going good and when numbers are up that the seeds for future trouble are sown. Excessive or inappropriate hiring, personnel issues or the need for product or service innovations often get overlooked. Therefore, take inventory even when everything appears to be going well.
Available technology also includes sophisticated monitoring devices. These can provide remote checking of e-mail, web sites and programs that employees access, when employees log in and out of their computers and even their exact key strokes.
However, just because the technology exists doesn’t mean you should use it. A cost-benefit analysis should be conducted, including factoring in time, price, effect on morale, potential legal issues involving privacy rights and the qualifications of those who will do the monitoring. Some employers have discovered to their dismay that employees in the IT department who were supposed to be guarding against employees’ accessing illicit material became consumers instead.
In addition to having managers, HR representatives and others make periodic visits to conduct training sessions, employees can be brought to the home office or to regional gatherings for training and peer reinforcement. Although this can get expensive, it is an investment in the three ingredients of knowledge, trust and connectedness. These sessions also can go a long way to increase the likelihood of early reporting of problems as opposed to letting them fester and grow as repeatedly experienced at ABC Inc.
The employee selection process for remote sites should therefore be tailored to assessing in which category the applicant fits. In the interview process, ask applicants to describe specific experiences that demonstrate their ability to show initiative and thrive in relatively free or lightly structured environments. The background checking process should seek to verify such experiences.
For supervisory positions at remote sites or facilities, both the selection and orientation process should not only emphasize the self-starter factor but the ability of the local supervisor to support the company’s mission, values and goals—and willingness to make sure that the other employees at the remote location do the same. Avoid duplicating ABC’s hiring mistake in Buffalo; either go to the remote location or have the final applicants come to yours.
Put Away the Remote
As many managers and HR professionals have attested, remote managing can be done successfully. Too often, however, we observe, experience or even read about the kinds of problems experienced by ABC Inc., yet don’t take action to identify and resolve issues within our control. Our inaction or desire to leave corrective action up to others makes us part of the problem and helps prevent constructive change.
So what’s the solution? Get up from the couch, stretch your legs, put away the remote and begin moving toward the source of the image you are viewing.
Jathan Janove is a partner in Janove Baar Associates LC, a Salt Lake City-based employment law firm, and is a member of the Management Labor and Employment Roundtable and Worklaw Network. He defends employers in litigation and helps prevent workplace claims through training, consulting and development of HR policies and practices. He is currently publishing a book with SHRM based on his training program “The Seven Deadly Sins of Mismanagement.”
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
SHRM Member Discounts Program
SHRM’s HR Vendor Directory contains over 3,200 companies