HOME OFFICE: HOW TO MANAGE PEOPLE?
The home office came as a necessity and challenged companies to adopt management models that promote integration despite the distance.
In response to the crisis that has been faced by the world in recent times, personal and professional habits were quickly reformed. With the adherence to remote work, companies were compelled to seek different methodologies and management solutions. How to manage teams, encourage them and monitor their productivity? How to prioritize autonomy, responsibility and cooperation? Some measures have been successfully adopted, starting with the clear definition of SMART objectives *, in order to obtain security and objectivity in the organization of work routines. The clearer the purpose, the easier it is to involve teams.
Research indicates that the best attitude on the part of managers involves trust and not control. Attentive leadership must be based on encouragement, productivity and results. They must maintain the company's culture, continuous training and information security. To assist managers, the Boston Consulting Group (BCG) created a manual that suggests some practical measures: Clarity - say what is expected of employees and create a productive routine. Accessibility - promote contact between employees, consultants, teams and departments and define which technologies will be used. Proximity - maintain daily discussions, give feedback to employees and allow them to share some personal facts, increasing the link between managers and teams. Infrastructure - offering tools to organize planning, work execution, productivity and deliveries.
It is also from the Boston Consulting Group, in partnership with Microsoft, the report “Remote Working and the Platform of the Future” which assesses the impact of the pandemic on the traditional work model, based on interviews with around 1,500 managers and 7,500 employees from 15 European countries. According to the study, the first step for the construction of a remote work platform is the definition of how it will be carried out. The second step is to create an effective model, as it is expected that around 47% of employees will work remotely in the next two to three years. The third step involves adapting the organizational culture and leadership styles to the new reality. And the fourth, the formulation of appropriate practices and routines, based on the use of combined tools capable of creating a unique digital workplace.
The home office requires management skills and tools that make up a shared infrastructure. Activities require organization, communication and monitoring, cloud computing and automation. If physical presence does not guarantee engagement, distance does not imply dispersion, but it is necessary that the teams have a constant listening to have the feeling of closeness and recognition. Releasing accesses and shares between teams promotes digital collaboration, favors integration and allows exchanges of information and help to be made until the total adaptation to the model takes place.
(*)specific, measurable, achievable, relevant, time-bound