This Month Only! >> $20 off and a FREE SHRM tote with your membership and code TOTE2018!
Sign up for free email newsletters and get more SHRM content delivered to your inbox.
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.
As signs of an economic turnaround remain elusive, business leaders are becoming more focused on increasing employee productivity, according to a report released January 2009 by The Conference Board.
With business operations growing increasingly global, maintaining dispersed employees and identifying key tools for optimizing their efficiency and engagement become all the more vital to business success. To make managing an employee at a site other than one’s own a mutually rewarding experience, several factors must be taken into consideration, according to the report titled Meeting the Challenges of a Dispersed Workforce: Managing Across Language, Culture, Time and Location.
“The issue of whether or not to allow employees to work at a distance is no longer a cost benefit issue—it is simply the reality of doing business,” said Linda Barrington, research director and labor economist, The Conference Board, in a statement accompanying the report release. “And effective management of dispersed employees is a key to success in that new reality.”
The Conference Board research working group on managing a distant workforce examined the issue of managing distant workers during meetings and through interviews, surveys and focus groups of relevant high-performing, dispersed work teams. The goal of the research working group was to identify effective ways to address the organizational, managerial and individual challenges of managing distance employees.
In addition to survey responses, the report includes case studies from MetLife, Qualcomm and Lincoln Financial.
Effective Manager-Employee Work Teams Are Key
Major findings of this study include:
Managers’ perceptions of the job they’re doing differs from that of distance employees; 53 percent of managers surveyed reported spending more than an hour a week developing working relationships with distance employees, whereas only 18 percent of employees believed that their managers spent that much time with them.
Five practices, however, were found to be shared among effective distance teams:
Study author Pete Linkow wrote: “Great distance managers must first and foremost be inclusive, empowering, supportive and trustworthy. Then they must master the fundamentals of management, like setting goals, evaluating, giving feedback and coaching. Finally, they must be superb at three competencies: cultivating relationships, focusing on outcomes and developing employees.”
Although managers and employees disagree about how much time is spent on developing relationships, they both agree that it is vital. Of managers and employees surveyed, about 90 percent and 70 percent, respectively, said the two most effective communication tools for building distance relationships were the telephone and face-to-face meetings.
In addition to identifying the challenges presented, the group identified key skills for managers and employees that can help maximize productivity and lead to effective manager-employee teams. At the heart of managing distance employees well is proper communication and employee engagement in order to create a productive work environment. Effective distance employees were identified as those who know how to execute, use technology and collaborate.
SHRM Online’s Staffing Management discipline home page
Sign up for SHRM’s free Staffing Management e-newsletter.
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
Guide to Screening Candidates
CA Resources at Your Fingertips
SHRM’s HR Vendor Directory contains over 10,000 companies