In the company globalisation context and with the expansion of the Information and communication technologies, remote work is increasing. This trend raises the question on the remote management and the role of Human Ressources in its facilitation.
The remote work boom pushes companies to change their vision of the required qualities to be manager. Indeed, the dematerialisation of the contact between the manager and his team causes issues that are is difficult to solve in the absence of an overview or appropriate tools. Human Resources are led to adapt to meet these new challenges.
First, it is important to recognise that differences exist and then to be able to identify the latter and propose specific tools. The first challenge is the lack of physical and daily contact; this makes the creation of a link between the manager and his team more complex. To remedy to this, it is crucial to arrange a meeting face to face at the beginning of the collaboration and periodically. This will create a first link, the foundations of the relationship and define its details. An essential step to avoid misunderstandings and frustrations is to to define the preferred means of communication of each one (email, SMS, video conferencing, telephone …) as well as the contact frequency.
Then, the distance blurs the sense of belonging to the company and the identification with its values. The creation of a team spirit, even remotely, can create links between employees and therefore convey the company’s values. This may involve the development of an internal or collaborative social network, the fostering of teamwork or the sharing of certain tasks. The goal is to create a space where employees find the chance to share with their coworkers, manager, HR Manager …
Being aware of the remote work challenges, is first, redefine the managers’ skills to help them develop the latter, while offering them appropriate and specific tools.