{"id":9969,"date":"2020-03-13T15:17:16","date_gmt":"2020-03-13T15:17:16","guid":{"rendered":"https:\/\/www.naylor.com\/associationadviser\/?p=9969"},"modified":"2020-03-23T23:22:55","modified_gmt":"2020-03-23T23:22:55","slug":"making-remote-work","status":"publish","type":"post","link":"https:\/\/www.naylor.com\/associationadviser\/making-remote-work\/","title":{"rendered":"Making Remote Work, Work"},"content":{"rendered":"

This article is from the March\/April 2020 issue of Association Leadership. View more stories like this at <\/i>www.associationleadershipmagazine.com<\/a><\/i>. <\/i><\/h4>\n

The rising cost of rent, talent acquisition and retention, and a desire for more flexibility from employees are ongoing challenges facing today\u2019s association leaders. To address the issue, some organizations are reconsidering their office footprint and internal policies to offer full- or part-time telecommuting options.<\/p>\n

The Career & Technical Association of Texas (CTAT) closed its physical office during the 2009 recession. \u201cWe could either give up the office or keep staff to maintain our programs,\u201d said Executive Director Robin Painovich.<\/p>\n

It\u2019s a decision the association hasn\u2019t regretted. \u201cNot having to deal with traffic is a huge plus, and I think we\u2019re actually more productive because our collaboration and communication are more focused,\u201d she said. \u201cIt\u2019s also a benefit to be able to hire based on skill set and experience, regardless of geographic location.<\/p>\n

\u201cThe downside is not being able to see each other frequently, but when we do it\u2019s cherished quality time together,\u201d she continued. CTAT brings employees together for meetings each quarter and will begin annual two-day staff retreats.<\/p>\n

enSYNC Corporation, a technology consulting firm serving associations, has had several telecommuters for over 15 years. This year, by April 1, all 20 staff members will be full-time remote workers.<\/p>\n

\u201cWe\u2019ve been considering it for at least two years,\u201d said Janet Davidson, vice president of business development. The company wanted to reduce its carbon footprint and knew employee productivity wouldn\u2019t be an issue. \u201cWith technology today we can do our work from virtually anywhere, so having a physical office becomes obsolete,\u201d she said. By working virtually, they\u2019re saving significantly on their overhead while taking an important step for the environment and for the future.<\/p>\n

To help staff remain connected, the company has arranged for a WeWork space where all the local employees will meet on Mondays for meetings or for potluck lunches like they shared at the office.<\/p>\n

American Mensa isn\u2019t ready to hand in the office keys, but after a positive experience with two telecommuters (both relocated after working in the office), the association now offers employees the chance to work remotely once a week. They can choose any day except Tuesday, when everyone who\u2019s not traveling is expected in the office. (Monthly staff meetings are held the third Tuesday of each month.)<\/p>\n

Telecommuting promotes better work\/life balance, said Executive Director\/CEO Trevor Mitchell, CAE. \u201cSo many things happen in our lives today that don\u2019t fit the typical 9-to-5 day.\u201d<\/p>\n

The American Mensa staff is taking full advantage of the opportunity; 80% of its eligible employees now telecommute one day a week. The remaining 20% are interested but still figuring out how to make it work for them. Mitchell said in the coming year the organization will be looking at the feasibility of offering more teleworking days each week.<\/p>\n

Employees clearly appreciate and see the benefit of telecommuting options as well. Tracie Seed, now communications coordinator for the Texas School Public Relations Association, worked remotely once a week when she was an editor in Rhode Island. \u201cThe benefit of telecommuting is primarily the flexibility; if there is a doctor appointment, it is easy to work around,\u201d she said. \u201cI\u2019m extremely productive at home. I can hyper-focus without interruptions and get things completed much more quickly than if I were in an office.<\/p>\n

\u201cThe downside would be the lack of face-to-face communications. There are subtleties and nuances you can\u2019t replace, even with the most advanced emojis,\u201d she continued. She thinks a balance of working from home and from the office is ideal, maintaining the in-person interactions with coworkers while in the office and gaining the ability to focus more closely on a project when working remotely.<\/p>\n

Consider All Impacts<\/strong><\/h2>\n

Associations that want to offer teleworking either full time or part time will have to look at many different factors and be prepared to make a lot of decisions before it can become a reality.<\/p>\n

Finding the right combination of software and online options should be a top priority. Look for tools that will promote seamless communication among your staff and with your members. All three of these organizations use Slack, a web-based instant messaging platform that allow users to organize discussions into different conversational channels.<\/p>\n

\u201cSlack has helped tame the barrage of emails that we had daily,\u201d Painovich said.<\/p>\n

enSYNC uses the Office 365 suite for email, Microsoft Teams for video chats, Zoom video for online meetings and join.me for screen sharing.<\/p>\n

In addition to the technology tools, you\u2019ll need to establish a remote working policy. What hours do you expect employees to be available? If you\u2019ll be using video for chats or meetings, define what you want your employees to wear (i.e., a button-down shirt and not exercise gear). Require them to check their surroundings so that dirty dishes or messy family rooms don\u2019t show up in the background.<\/p>\n

Talk to your employees about their work setup. Do they have good internet service and a backup option so they won\u2019t suddenly lose connection during an important presentation? (Both CTAT and enSYNC subsidize these costs.) Remember that some families might not have the right space for a full-time teleworker. Davidson said they\u2019ve authorized WeWork space for one employee who needs it.<\/p>\n

If you\u2019re considering taking a big leap to going totally virtual, start looking two years in advance at your contracts and commitments for everything from leases and on-site phone systems to copy machines. \u201cWe made sure that they all aligned to when we\u2019re going to make this change,\u201d said Davidson. Determine what documents, if any, require paper copies and decide where you\u2019re going to store them.<\/p>\n

Even when an association doesn\u2019t plan to go fully virtual, ensuring that employees have everything they need to work remotely might be a good idea. American Mensa had put some things in place for telecommuters, but when a fire in their building closed their offices for two weeks, they discovered that other office components, like their phone system, didn\u2019t work virtually. \u201cIt was on our list of to-dos in case we ever wanted to take the organization completely virtual; we just weren\u2019t there yet,\u201d Mitchell said.<\/p>\n

Leading a Virtual Workforce<\/strong><\/h2>\n

\u201cManaging a remote staff is different than managing an in-house staff,\u201d Davidson said. During in-person meetings, body language, facial expressions and the cadence of conversation provide managers with clues to employees\u2019 reactions. As it\u2019s been going virtual, enSYNC has done the next best thing by encouraging employees to use video chat when talking to each other. \u201cBeing able to have that video face-to-face conversation is much better than just being on the phone,\u201d Davidson adds.<\/p>\n

Painovich has found a managerial style that works well with her employees. She sets expectations about outcomes and provides support only when they ask for it. \u201cEveryone on the staff is incredibly talented. Given the space to work independently and together, they often exceed expectations and come up with new ideas that benefit the organization,\u201d she said.<\/p>\n

The relationship between a telecommuting employee and a boss is all about communication and trust, according to Seed. She\u2019d keep her boss informed about what she\u2019d be working on Fridays, her telecommuting day. \u201cShe knew I would get it\u00a0completed by Monday,\u201d she said. \u201cI would definitely suggest having an accessible way to contact each other during work hours, but also have an agreement not to micro-manage \u2013 that can suck time, energy and confidence out of an employee.\u201d<\/p>\n

One drawback with working virtually is that some employees find it hard to shut off their computers and \u201cleave\u201d work at the end of the day. They often feel they need to be responsive to the boss\u2019 requests even after hours. Mitchell makes it a point to remind employees that he doesn\u2019t expect them to maintain the same work schedule he does. If he sends an email at 10 at night, it\u2019s because that\u2019s when he has time; he\u2019s not looking for a response until the next day.<\/p>\n

<\/i>\n\t\t\t<\/p>\n

Making Remote Work, Work: Sample Policies<\/h3>\n
\n

We talked with associations professionals about how the rising cost of rent, talent acquisition and retention, and a desire for more flexibility from employees are ongoing challenges. To address the issue, some organizations are reconsidering their office footprint and internal policies to offer full- or part-time telecommuting options.<\/p>\n

As of March 2020, the coronavirus pandemic has increased the need for many offices to adopt to a remote work policy quickly. If you\u2019re ready to implement remote work options at your office, see samples of remote work policies from TSAE<\/a><\/strong> and Mensa<\/a><\/strong>.<\/p>\n

[one_half]\"TSAE<\/a>[\/one_half]<\/p>\n

[one_half_last]\"MENSA<\/a>[\/one_half_last]<\/p>\n

\n\t\t\t<\/div><\/div>\n<\/div>\n

Lessons Learned<\/strong><\/h2>\n

If you\u2019re considering offering telecommuting options to your employees, a good place to begin your journey is with advice from organizations that have implemented it.<\/p>\n

Davidson advises organizations to start early. \u201cUntil you do it, you don\u2019t realize the amount of planning that goes into a smooth transition,\u201d she said.<\/p>\n

For teleworking to be successful, \u201chaving a timeline of activities for every role is a must. It helps us all stay accountable,\u201d said Painovich.<\/p>\n

Understand that telecommuting will require a culture change, and be prepared to guide employees through it. Mitchell says his staff members are sometimes reluctant to call someone who\u2019s out of the office; he has to remind them that the telecommuters are working and should be responsive. Although there will be challenges, you may find that telecommuting helps your employees grow. \u201cIt\u2019s nice to be trusted by my supervisor without being micromanaged,\u201d said Seed. \u201cIt\u2019s a big confidence booster when someone says, \u2018Here\u2019s what I need you to do, and when I need you to have it finished. Now go do your job.\u2019\u201d<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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