Remote work is the new normal around the world. Even before the coronavirus pandemic forced many businesses to transform, there were nearly five million remote employees across the globe. From 2005 to 2017, remote work opportunities saw a 159% increase.[i] Prior to the onset of coronavirus, just 3.4% of the U. S. population worked remotely. That number has certainly increased in the wake of the current circumstances with estimates of 33% of the US workforce moving to remote work.
According to a PWC report, a majority of CEOs surveyed (78%) say the shift towards remote collaboration is enduring, a nod to the momentum building around flexibility. More than half of the respondents (54%) believe the trend away from traditional employment and towards the gig economy is here to stay.[ii]
A remote workplace brings about the need for a new type of leadership. Leading remotely. Leadership and management must adapt to fit current and changing circumstances. Right now, we need leaders who can motivate, inspire, and drive in new and unique ways. One thing is for certain, communication is the key to effective leadership especially in a remote workplace.
Even TASC, whose workforce was 75% remote prior to this shift, needed to adapt to the fully remote work model. We had to increase our communication with employees to support them. We set up weekly video conference company meetings to keep morale up and maintain engagement in the company. These meetings helped keep us on track with company goals, personal goals and working as a unit. After all, employees need to know what is expected of them and any change in process in order to be set up for success. It’s even more important when you can’t see them in person.
Managers shoulder the responsibility of setting measurable goals and expectations that are specific for the company, the team and the individual and working diligently to ensure understanding. We’ve found regularly revisiting and updating goals and expectations ensures everyone is remaining on track even without in person meetings
Encouraging and fostering collaboration and team building is crucial. One way to do that is emphasizing the importance of giving back and engaging in unique ways with the community. It is important not only for those being serve but for individual and team morale. Everyone can be an Everyday Philanthropist and what better way to bring your employees together than through remote philanthropy. Fostering a culture of giving within your organization boosts morale, increases pride for your organization and encourages team members to work together for the community, even if it’s in a remote capacity.
A corporate culture of giving has been shown to increase employee engagement and make a positive impact on the community. To help businesses learn more about what can work for your organization, TASC has a list of programs that can easily be implemented. You can view that list and learn how they can work for your business, employees and community here.
TASC has a number of ways to encourage employees to give back. From a Giving Savings Account that provides employees the opportunity to put money into a savings account earmarked for a charitable cause of their choice. A Crisis PTO Account that can be made available to other employees in their time of need or a Donor Advised Fund Individual Giving Account offering employees a simple way to give to any of thousands of 501(c)3 organization through a giving account. Encouraging service to the community helps employees feel bonded to the organization and instills a sense of investment and comradery with the organization.
Communication, advocacy, and creating an inclusive environment despite remote challenges is key to providing crucial leadership in a remote workplace. Keep your employees engaged and connected to each other and the organization to keep your business thriving in times of change.
[i] Reynods, Weiler Brie. 159% Increase in Remote Work Since 2005. Flexjobs and Global Analytics Report. Flexjobs. 2020.
[ii]How Business Can Emerge Stronger. CEO Panel Survey, p. 8. https://www.pwc.com/gx/en/ceo-agenda/ceo-panel-survey-emerge-stronger.pdf.
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