This article looks at real-life examples of WFH strategies and platforms, what works, and what doesn’t. With any shift to an organizational approach, there are wins and strategies that do not hit the mark. Looking at how other organizations have handled the transition, your organization can pick out the good and learn from the not-so-good.
For example a case study from Harvard Business Review focuses on the impact of WFH policies for those left behind at the office. The suggested solution is a careful expansion of WFH, with a focus on performance objectives when WFH is merit-based. And A Microsoft study looks at another challenge. Some WFH employees experience a loss of purpose, missing in-person connection. The solution there is technology that fosters collaboration. We can learn from the experiences of others and be prewarned about potential implementation challenges.
This article also suggests solutions for security concerns. And we’ll consider different ways to implement WFH systems and approaches. We’ll begin with the pros and cons of WFH for CIOs and CTOs.
Looking further at the challenges and successes of WFH, this article assesses pros and cons of specific, real-life approaches. In one example, Panasonic Corporation of North America took a quick path to WFH thanks to COVID-19, with only two days to test the system. Messaging software and video podcasts were pros. Difficulty unplugging and isolation were the main cons.
Overall, organizations with ready-to-roll WFH systems found it easier to transition. This was particularly true of those with cloud-based solutions in place. Many struggled with work-life balance and communication as part of their solutions. Still, they managed to innovate solutions with tech.
A common concern for employers and decision-makers is keeping remote workers accountable and productive. However, using the right technology, accountability can be purpose-built into the WFH system. Regular communication and check-ins are necessary but need to translate from in-person to a tech-based approach. Solutions suggested in the article include video chats, KPIs to measure overall productivity, and carefully researching accountability tools to give employees what they actually need.
Obstacles can be surmounted, as evidenced by these examples of CIOs, CTOs, and organizations who have done it already.
One challenge for WFH employees is managing a work-life balance. It can be difficult to delineate work life and home life clearly. Solutions to this issue include managerial buy-in, ensuring employees can set a schedule and leave when work is over.
Remote collaboration is another challenge, listed many times across many of these articles. Again, the solution is synchronized, accessible technology that ensures co-authoring, file syncing, and version control are in place to allow staff to collaborate. Tech for real-time communication is also critical.
Finally, stakeholder and organization buy-in is a critical obstacle to overcome. It may be the first big challenge in any WFH plan. Real data, a good strategy, and proven technology is key to winning the approval of decision-makers.
This article showcases how organizations can take small steps toward a WFH system. And it expresses how important it is to celebrate successes as they happen. From updating technology as needed, to funding employees for WFH equipment, each move toward remote work brings an organization closer to its goals.
As for celebrating success, it’s helpful to highlight great work in chat rooms, newsletters, communication tools, or even via physical gifts sent to remote workers. The more people are recognized for their wins, the better the feeling of belonging for people who may not get much face-to-face time.
The final article in our series looks at how to put ideas for WFH into action with goals, metrics, and timelines. Metrics are important for determining what can be transitioned to WFH. They are also important in determining how well WFH is functioning, providing a factual basis for productivity goals. Metrics help with overall corporate buy-in, as the facts are based on real information.
WFH goals should be connected to overall business goals. And these objectives can be broad. For example, an organization might aim to build up technology or stay connected while working from home. Finally, a WFH implementation timeline follows certain steps, including buy-in, determining what jobs can be remote, and what tech is needed. GroupLink is here to help you with your WFH needs. Our systems – everything HelpDesk, GroupLink Workflow Process & Incident Tracking, and GroupLink for SafestSchools – promote robust, collaborative WFH and workflow. Contact us online, call us at 801-335-0700, or email us at firstname.lastname@example.org for more information.