As we live in an age where remote and hybrid work has become much more common in organizations big and small, what are some key considerations for you as an employer or business leader? How can you keep performance levels high while also making sure that less social interaction doesn’t impact the mental well-being of your team? Also, what are some tips for remote workers who will need to adjust to waking up every morning and walking 15 steps to their new home office? Let’s dive in together.

Pick the right tools, don’t neglect security

Before your business launches work from home programs, your leadership teams should think ahead to the kinds of issues that allow seamless workflow. Security measures are top-of-mind for many prepared managers. How can employees access the company’s internal network from home is, in many cases, an essential question that needs to be answered.

Employers should work with their IT departments to develop the protocol that any team member will need once they work out of the office.

Next "businesses should identify how they want to collaborate with their staff,” says Tara Adams, Wellness Recognition and Benefits Contractor at ATB. Firms could use tools such as Google’s software suite, or other platforms that allow for collaborative team work, such as the messaging service Slack and video-conference app Zoom. 

Still, integrating leading-edge tools that allow employees to get the most out of a work from home environment will come with a few bumps. For example, “businesses need to realize it can take time for those who are used to having desktop files and then migrating everything to the cloud,” Adams says.

You’ll need the same patience when transitioning from paper-friendly practices to digital equivalents. For example, many people are used to signing documents and asking for signatures from their team, but in a remote environment, employees have to go digital using e-signature software like DocuSign.

The changes to checking in and hour tracking

In traditional office spaces, managers can literally see who arrived when and what task they’re tackling. But with remote workers, managers have to figure out new ways to stay on top of staff responsibilities and analyze performance metrics.

“Under remote work, you go from tracking hours to a results-based work environment,” says Adams, adding how this transition requires managers to monitor specific goals instead of referencing office attendance.

“With remote workers, managers also can’t bump into folks on their lunch break, asking them about projects or ongoing work, so they should use collaboration tools and messaging services to stay in touch with staff,” advises Adams.

Email may seem like a go-to option for staying connected with your team, but it’s ideal to harness a richer communication tool, like video-conferencing. That kind of face time (and, literally, FaceTime) sends a signal to employees that managers want to continue to bring a high level of communication and engagement into a remote working relationship.

“Seeing other people can help with our emotional health, especially if we’re alone all day at home,” says Adams. Bringing video to meetings surpasses a phone call, too, in many ways, Adam notes. Body language and looking into someone’s eyes is crucial for both professional and social connections.

Offer support from 9-to-5, but allow for work fluidity

As workers shift to remote work, it’s critical for managers to acknowledge the potential stress and anxiety their team could be experiencing. Listening to their concerns, inviting their questions and empathizing with their challenges can go a long way to encourage your people and help them show up well for both their personal and work lives.

If a newly remote employee is suddenly finding their new home office difficult to adapt to for whatever reason, managers should find out how they can help. Even just asking, “How is this remote work situation working out for you so far?” can allow you to receive important information that you might not have heard otherwise.

Adams recognizes how a fluid schedule may appeal to both managers and employees, but she stresses the benefit of structuring the work day around a 9-to-5 schedule. “Employees might feel guilty that they didn’t reply to a 5 p.m. email because, after all, their boss knows they are home but work needs to be cut off at a certain point.”

She advises managers that if they send emails in, say, the late afternoon that require an immediate reply, writing “Urgent” in the subject line would tell the receiver that an answer can’t wait until the next morning.

With that being said, it’s important to leave room for fluidity of work. We all work our best in different ways, and at different times. Allowing team members the flexibility of deciding when they can deliver their best work will not only promote productivity, but a culture of mutual trust and accountability.

Integrating work from home policies doesn’t need to be a disruption to your business. In fact, this may go to prove that your business is more agile and capable of change than you ever thought possible.