Tech-Driven Solutions
This revolution of digital working in the fast-paced business world is changing the management of virtual teams. Organisations evolve through remote work, and there will always be the need for team management skill mastery to achieve its very goals in the organization. Effective communication, emotional intelligence, and delegation are all aspects of team best practices that the effective leader requires to enforce collaboration and productivity.
Since 87% of the employees state the importance of open and honest communication, software can hence enhance engagement and streamline workflows. In addition, through team management courses, leaders can arm them with such tools to handle problems within the virtual platform.
In this blog, we’ve outlined various strategies, tools, and techniques used in virtual team management to enhance collaboration and productivity in a remote-based working scenario.
(Source: clockify)
DO YOU KNOW? A recent Upwork study disclosed that 41.8 percent of American workers now work remotely, a trend likely to continue in the post-pandemic era.
Virtual team management refers to the coordination and leading of a team where people work together at distant locations through the use of tools for effective communication and collaboration. This makes the managers have to change their leadership style and possess new skills in which they are currently operating with remote workers.
Effective management skills must be present in leaders as they take initiative towards encouraging teamwork and productivity in virtual teams. These include:
DO YOU KNOW? According to Gallup’s 2023 report, organizations that focus on effective team performance have shown a boost in profitability at 21% and a downtrend in absenteeism at 41%.
Employees working in virtual teams are, to a certain extent, isolated from their colleagues. Although they may have contact with other employees of their organizations, they don’t spend much time with them. In this situation, the virtual team member loses opportunities to learn from his or her closest colleagues. In effect, there’s a double forfeit.
The virtual worker perceives herself as giving away her knowledge but not having the chance to “replenish her own reservoir of knowledge, and thus feels even more vulnerable”, says Neale. Because virtual teams use technology well, they are likely to share explicit knowledge with the rest of the organization better than traditional teams.
But tacit knowledge is difficult to share without direct contact, which means that virtual team members will have a harder time sharing their tacit knowledge with teammates and learning from their team members. And that is one good reason which leads to isolation and frustration.
(Source: flexos)
DO U KNOW? 75% of workers indicated that their performance level either remained the same or increased while working remotely; many of these attributed it to virtual team building.
Sharing knowledge is not the only challenge with virtual teams. According to research at Harvard Business School, most people consider virtual communication less productive than face-to-face interaction, and nearly half admit to feeling confused and overwhelmed by collaboration technology. Communication can get muddled if teams never meet face to face, trust and collaboration suffer when workers are siloed, and sometimes it’s hard to tell if employees are tasked with too little—or too much.
(Source: communicationmgmt)
Due to the need to collaborate between remote teams, team collaboration tools are vital. The applications that offer a project management and communication as well as task tracking tool include Trello, Asana, and Slack. Using these applications, it is possible to assign clear roles and deadlines and monitor progress efficiently.
These teams also need to hold virtual team meetings to facilitate interaction and foster accountability. Video conferencing software like Zoom or Microsoft Teams ensures that virtual interactions do not turn people faceless within virtual teams but ensure interaction among participants despite distance.
A modern management of teams encourages self-managing teams. It allows the teams to be responsible and accountable for their jobs, thus resulting in better motivation as well as productivity for the organizations. Providing guidance to employees but keeping room for judgments from the people being managed makes it a challenging procedure for the leaders.
According to the Bureau of Labor Statistics, virtual operating organizations include 60.2% of organizations in the United States. The global economy necessitates a different and enhanced work atmosphere. Virtual teams provide an opportunity for companies to recruit the finest talents, whether located anywhere in the country or the world. On the other hand, geographically dispersed and culturally diversified teams require new strategies to manage them properly.
(Source: totem)
DO YOU KNOW? 64% of organizations believe that the remote work started by COVID-19 will be more permanent in 2021 and beyond.
Despite these challenges, virtual teams are here to stay as they happen to be the lifeline for fully-fledged offices during these unprecedented times. Remote work allows companies to compete in an increasingly globalized society, so the real challenge becomes adapting to the new workplace.
Thanks to this COVID pandemic, statistics show a steep increase in the number of remote workers across the world, a trend that is only likely to continue. Rather than reverting to the old ways of doing business, we can directly address the challenges of managing virtual teams. When we successfully identify and remedy remote workplace issues, we can build a strong, agile team that’s collaborative from their safe homes.
If we want to foresee and fix one issue, let’s choose communication. It’s the cause of almost every other management issue. Managers provide direction at every step of a project or business initiative, so they need to be extremely good at communicating the strategy and understanding what’s happening within a team.
Communication is key in any workplace—especially one where most interactions occur via email, chat, or calls. Ensuring free flow of accurate information throughout your company’s structure means assigning the right roles to the right people, fostering a communicative culture, and using the right team management tools for the job.
Jennifer Stine, former head of executive and professional education at Massachusetts Institute of Technology shares, “Close attention to relationship-building and a process to ensure good communication is important. When the group or the organization has a strong culture that supports collaboration, this can stand-in for many of the detailed steps—it really helps.”
(Source:pumble)
(Source: ddi)
DO YOU KNOW? According to one DDI study, 68% of L&D professionals responded that they intended to move from face-to-face to virtual solutions, showing a change in methodology for training.
Because we don’t see them working, it’s easy to assume any lull in communication means remote workers are toying their thumbs, procrastinating, or not aligned with the team. The nicest part of working remotely is that we can easily build blocks of uninterrupted, concentration-time into your day. Set clear expectations for remote workers as to what communication best practices look like at the company, but we should not worry if we don’t get a ping from them at regular intervals.
Trust is key in any relationship. When employees trust their managers and believe they’re working toward a shared vision, collaboration and engagement happen naturally. But it’s hard-won in an environment where face-to-face interaction is a rarity. A shared mission, collaborative spirit, and can help instill trust.
One of the obvious risks of working outside a traditional office is low productivity. Sometimes it is hard for team members to use their time well when there is no person overlooking their work daily. On the other end, some employees risk burnout when working remotely due to a lack of boundaries.
You want everyone to be on the same page, doing their job without invasion of privacy; this should line out expectations for every role with check-ins periodically to judge progress. It’s unrealistic to expect everyone to work at the same pace, but we should have a general idea of how long tasks take and how much each person is accomplishing week by week, if not day by day.
(Source: Fujitsu)
The research paper “Defining the Digital Workplace: A Systematic Literature Review” examines the concept of the digital workplace, revealing that elements of it include technology, culture, and processes, and that integration is needed to boost both engagement and productivity among employees.
As the Digital Workplace Revolution continues to change more of the business landscape, organizations realize that they can rest assured to better drive innovation and productivity by tapping into virtual teams. However, managing those distributed workforces calls for special skills most leaders don’t have. That is where Amity Institute of Training and Development (AITD) comes in–to help companies navigate some of the complexities inherent in virtual team management.
AITD trains the leaders to manage the team effectively. How to solve a dispute helps build better relations in the team and increases the productivity level.
All the courses offered by AITD with team leadership are customized according to the issues faced by organizations. Their courses center on the main themes of team workflow management, roles, and the whole process of its management.
AITD encourages the use of modern team service delivery that supports ease in communication and effective management of projects. This technology aids in keeping track of progress and ensuring the individual members are accountable.
AITD advises on building self-managed teams that are given responsibility for their jobs, thus enhancing their motivation and effectiveness.
While training forms the heart of AITD, the other aspect on which it claims to work is the efficient usage of team collaboration tools. With regard to this, Slack, Microsoft Teams, and Asana are collaborative communication and project management software, hence teams work together smoothly as one regardless of their whereabouts. This is a recommendation on the kind of software used in managing teams.
As organizations navigate the complexities of the Digital Workplace Revolution, AITD offers a partnership that delivers change to team synergy building. While other programs focus on non-core skills, AITD approaches the development of core skills, enhanced cooperation, and sustained performance for companies in this new working environment. Investment in AITD’s strong solutions empowers leaders and teams with the team Building tools and strategies to succeed in a virtual workplace.