Management for remote staff can be complicated, but it doesn’t have to be that way! It’s not that different in certain respects than leading a conventional on-site squad. There are some subtle similarities, and it’s important that you start by recruiting the right kind of people.
Find out any of the dots below which do not effectively create and handle the management for remote teams:
Look for an accomplished candidate.
Although it’s not necessarily a certainty that someone with prior remote work experience can do a decent job, it may be a good indication if they do. After all, whether they have worked remotely before, they are more likely to realize the advantages (and challenges) of working from home. But if you get an application from someone who has served at home in the past, give it some serious thought.
Don’t hurry to recruit a worker.
You want to recruit the best available person for a job, of course. That said, if you’re trying to fill a remote job, you’ll need to spend a bit extra time through the search and interview process to make sure that the applicant will really perform effectively in a remote work environment.
Not only can the leading applicants interview you, but they should also speak to other members of the team to ensure that they blend with the ethos and purpose of the organization.
So it’s not going to finish here. A better way to handle the remote teams is to make each individual person feel like they’re equipped to make decisions, instead of trying to run every single thing by you or other managers.
By providing them this opportunity in your management, you can build a better team that can comfortably cope with the day-to-day dilemmas and drama that can come with remote work.
Don’t try to hire a hand holder.
Let’s face it: that’s no remote job for anyone. You don’t want to find out that your new recruit wants a lot of hand-holding after that. The best remote candidate should be a self-starter and one who takes the initiative to address issues that might happen when it comes to telecommunications.
As you go through the multiple rounds of interviews, you will pose different scenarios and see how the candidate responds, like getting a disagreement with a supervisor, or worrying that their voice is not being heard in a distant work area.
Seeing how they will actually conduct themselves will help you decide whether or not the individual can be autonomous and efficient.
Do your duty as a manager.
Only because you made sure your squad could run (sometimes) without you, that doesn’t mean they should. You don’t want to be a micromanager, but you don’t want to be an absent boss either.
Make sure the remote staff understands that you’re available to them anytime they need you. Schedule daily check-ins and let the employees have access to your schedule so that they know whether you’re in or out of the office. And above all, use the flex of your job. Showing your workers that you value your work-life balance helps them feel like they should get theirs, too.