Geographically dispersed companies and departments have existed for a long time in multinational organizations. The advent of technology has made it easier for coordination and communication between team members and made it possible to expand the worker pool to include people to work outside of the traditional office environment.
Remote working began in the late ‘90s when technology made it easier for people to connect via the internet. It hasn’t been smooth sailing though. Over the last decade or so, some companies have had a schizophrenic relationship with the concept. Some companies and executives have outright dismissed remote working as a fad and bad for business. Some resist due to corporate or regional cultures and norms of working relationships, worker expectations or hierarchy rules.
These may indeed be difficult to overcome. But make no mistake… virtual teams are here to stay.
Studies have shown that remote workers actually outperform in-house workers. There are no office distractions, they work longer hours, they have better work/life balance and call in sick less frequently. New, more robust technology and online tools are now available, providing support with sharing and collaboration.
Advantages to companies also abound including less rental cost and a more expansive and diverse talent pool.
But challenges still exist as leaders try to manage their virtual teams the same way they manage their in-house teams. They require a different way of thinking and working. Without changing the management style and team dynamics, frustration and turnover rise.
HeR’s new training program helps virtual teams develop the habits required to work more efficiently together. Whether your company has been using virtual teams for a while, or just setting them up, this program will help you improve or develop processes and behaviors to increase team effectiveness.