How to remotely hire and manage your workforce

by Grant Geraghty | Apr 9, 2020 | HR

One of the biggest challenges for companies today is that our workforces are becoming more decentralised. Managers are leading teams that are in different locations or working remotely. This makes communication challenging as we get less face time with team members and Organisational leaders, but also it makes hiring equally challenging.

In the U.S., 4.7 million employees (3.4% of the workforce) work from home at least half the week. (Global Workplace Analytics)

As companies increasingly embrace hiring remote employees, especially during this time of pandemic, they’re evolving their work-from-home policies. 44% of employees say that part of their team is full-time remote (Buffer). This increased inclusivity is making it easier for companies to find the talent they need. Over half (52%) of hiring managers that work at companies with work-from-home policies believe hiring has become easier in the past year.

There are many benefits to having a remote workforce, including increased productivity, lower overhead costs (on-site, in-office), flexibility as an employee perk, and a wider talent pool when selection is not based on location.

“Both the employee and manager must be accountable,” says Faith Rothberg, CEO of College Recruiter about her team managing remote employees. “We use scorecards. Every employee has at least one “number”, meaning an objective measurement of their key contribution over the past week, quarter, and year. We track and report those numbers to each other.”

Screening and Hiring Remote Workers

72% of talent professionals agree that work flexibility, which includes remote work options, will be very important for the future of HR and recruiting (LinkedIn). Screening candidates for the qualities that are most important when working remotely is an important factor for matching the remote job with the right candidate, and in turn, being able to successfully manage a dispersed workforce.

In 2017, Leadership IQ created an online test, “Is Your Personality Suited To Working Remotely Or In The Office?,” in which respondents answer 10 questions and receive results indicating whether their personality is better suited to working remotely or working in an office. More than 14,000 people took the quiz, and Leadership IQ aggregated data on remote working characteristics and recommends using two questions when screening for remote positions:

“Could you tell me about a time you made an important decision without the help of a supervisor or boss?” Given the necessarily independent nature of the successful remote employee, we want to know how they’ve handled making important decisions independently. And we want to know what, exactly, they consider an important decision.
“Could you tell me about a time you got tough feedback from a boss?” Another characteristic of successful remote employees is that they like their critical feedback to be candid, direct and without sugarcoating.

Solving the Challenges of a Dispersed Workforce

We must be able to adapt as HR leaders to accommodate a growing remote workforce. Not having employees on-site during the same hours of work can make communication more difficult, particular in team and relationship building.

For a 2017 study, the Harvard Business Review polled 1,153 employees, and 52% said they work, at least some of the time, from home. When they do, according to HBR, many feel their colleagues don’t treat them equally. Remote employees are more likely to report feeling that colleagues mistreat them and leave them out. Specifically, they worry that co-workers say bad things behind their backs, make changes to projects without telling them in advance, lobby against them, and don’t fight for their priorities.

Based on survey responses, the HBR report recommends that managers adopt the following best practices for off-site employees:

Frequent check-ins.

Nearly half of respondents (46%) said the most successful managers checked in frequently and regularly with remote employees. The check-ins varied from daily to bi-weekly to weekly, but they were always consistent and usually entailed a standing meeting or scheduled one-on-ones.

Face (or voice) time.

One in four respondents said managers who insisted on some face time with remote employees were more successful. Make a visit to remote employees or schedule a mandatory in-office day once a week, month, quarter, or year. Use this time for team building (depending on how far away your remote employee lives). If in-person meetings are not possible, use video conferencing or pick up the phone to ensure colleagues occasionally see one another’s face or hear one another’s voice.

Emphasise on Communication.

Respondents overwhelmingly emphasised the importance of frequent communication with their manager and colleagues. The most successful managers are good listeners, inquire about workload and progress without micromanaging, and err on the side of over-communicating while encouraging the same for others on the team.

Explicit expectations.

Managers who are direct with their expectations of both remote and on-site employees have happier teams that can live up to those expectations. People are never left in the dark about projects, roles, or deadlines.

Be available.

Survey respondents said successful managers are available during remote employees’ working hours, no matter their time zone. They go above and beyond to maintain an open-door policy for both remote and on-site employees – making themselves available across multiple time zones and through different means of technology.

Be flexible about technology.

Successful managers don’t just resort to phone or email; they are familiar with video conferencing technologies and a variety of services like Skype, Slack, IM, Adobe Connect, and more. They tailor communication style and medium to each employee.

Make relationships a priority.

Good managers go out of their way to form personal bonds with remote employees. They use check-in time to ask about their personal life, families, and hobbies. They designate team meeting time for “water cooler” conversation so that the whole team can create personal connections and strengthen relationships.

Finally, understanding that hiring and employing a dispersed workforce is the new normal is critical to making a significant shift in how we work with remote employees and candidates, and how we make those experiences as seamless and productive as possible. According to Flexjobs.com, remote work grew 115% among U.S. employees during the past 10 years.