* Does the growing virtual workplace mean an overhaul of management tactics?
Many supervisors think managing people “virtually” requires different skills than managing people in an office. The management skills don’t change too much, but managers must be painfully aware of the processes, worth-ethic requirements, and technologies that enable a successful virtual workplace.
From a management perspective, you’re communicating with your employees regularly – it’s just over the phone, chat, e-mail, audioconference, videoconference, or Webcast, rather than in person. You still train them, correct them, and advise them – again, you just do that using different media.
But there are some keys to success that make that job of management easier.
First, look at the employee. To be successful as a virtual worker – defined as working remotely from his or her supervisor and/or workgroup full time or part time – he or she must be a self-starter. We’ve found that 10% to 20% of employees who set off to work in a home or small branch office do not succeed, and they drastically improve once they move to a larger office environment with supervision. Typically, they simply need the social stimulation of an office or the personal availability of a supervisor.
We also have found that younger employees (the under-30 crowd) tend to do better in a virtual environment. Why? They have been managing personal and professional relationships using chat or public Web pages (such as My Space or Face Book). They have taken virtual classes. And they’re simply more comfortable with creating a “virtual community” using nothing more than their laptop. They don’t feel the isolation those who have worked for years in an office environment feel when they move to a virtual workplace without direct supervision.
Second, make sure you create and follow very tight processes. For example, don’t only instruct your virtual employee to get a project done. Document (in a wiki, shared file, project-management software, or even in e-mail) how he is doing the project, under what timeframe, using what milestones, and measuring success using which metrics. Also, regular communications is vital to success. Regularly scheduled meetings, with detailed agendas, keep the virtual team aware of meeting topics – and expectations.
Finally, leverage collaborative technologies. Some of these technologies, such as audio, video, and Web conferencing, instant messaging, and presence engines, are available from IP telephony, application, or conferencing vendors, including Alcatel, Avaya, Cisco, IBM Lotus, Microsoft, Mitel, Nortel, Polycom, ShoreTel, Siemens, and numerous other vendors.
There are other useful collaborative applications to consider, too. One such tool is a shared workspace, which provides a centralized means of storing files, tracking and managing tasks, and managing document revisions. Sixty-five percent of enterprises have deployed a collaborative workspace in their organization, with another 5% of enterprises evaluating their use. Vendors include eRoom, IBM Lotus and Microsoft.
Another collaborative tool to consider is persistent chat, which loosely defined, are always-on group IM chat sessions that users can enter, leave, or monitor for key topics. These services are available from companies such as Instant Technologies, Parlano, and Reuters.
Wikis are another good tool to consider. They enable the creation of Web pages that individual users can edit and view. About 32% of enterprises are using wikis now. Applications are typically open source or Web-based, and vendors include Twiki, Jot Spot (acquired by Google), and kwiki.
The right combination of collaborative tools, processes, and people will make the virtual workplace a success.
