SuiteSpot recruiter Beth Posey Lyle brings a fresh take on employee engagement and provides tips to successful interactive communication during remote work.
When we look back on 2020, we will remember it as the year the unthinkable happened — the nation moved to an almost completely remote workforce. Law firms across the nation were forced to offer full-time remote work to protect the health and safety of their employees and families. While many businesses thought they were prepared to stay connected and engaged with their employees, it appears some firms have inadvertently allowed interactive communication to fall through the cracks.
The Red Bee Group recently conducted a study that found that more than a quarter of employees — 26% — “had not participated in an employer-led conference call or video meeting designed to stay in touch with colleagues.” At first glance, this number is alarming, given the technology and resources effortlessly available at our fingertips.
But should this statistic really surprise us? Given that much of the professional services workforce is multi-generational with varying levels of exposure and comfort with virtual meeting platforms, this may actually be a promising number.
We’ve all experienced that clunky Teams/Zoom/Webex meeting with late arrivals, poor virtual meeting etiquette, screen-sharing challenges, and the dreaded echo of being both dialed in to the call and observing on the screen. While some of this can be attributed to the inherent issues that come with using any technology, many firms are now finding they missed one very important step — adequate - or any - training for meetings in a virtual environment.
From a big picture view, employee engagement is a two-way street. We all rely on technology and communication as a means to do our jobs and as a way of connecting with other humans. It is not enough for firms to provide technology and supplies, but also the basic training and encouragement needed to effect productive interactions and work products. While it’s an employer's responsibility to provide basic tools for virtual interpersonal communication, the onus is on the employee to learn and practice with those tools before they attempt to sign into their first meeting.
Designing ways to keep employees committed and engaged ought to be a priority based not only on the bottom line, but also on the importance of human interaction. Countless remote workers have felt isolated and “out of the loop,” so taking measures to keep employees involved in the ongoing business conversation is good for keeping spirits up and, ultimately, good for business. As we continue to navigate a time that poses unprecedented challenges, firms should remain agile and varied in their communication strategy.
To help, we’ve compiled a few creative recommendations:
Keeping colleagues informed on work operations is essential. Send emails and/or informational newsletters and schedule meetings in a predictable cadence for your team to anticipate. Any material given should focus on how the firm is handling functions while navigating through these uncertain times and provide resources for those who may be struggling.
Offer activities that employees would typically participate outside of work. Book clubs, recipe exchanges or creating activity-specific social networking groups are a few fun ways our clients have tackled this.
Offer a newsletter that focuses on life outside of work operations. Many firms are sharing updates of new arrivals, quality time spent with family, photos of their pets, new workspaces, outdoor projects, and daily workouts. The ability to “see” how others are handling remote work adds a sense of togetherness during a time when people may feel disconnected.
Take full advantage of virtual meeting platforms. Team members could be tasked with providing a “how-to” guide on the features of Zoom or Teams to get better acquainted with the tools.
Don’t forget the value of one-on-one communication. Directors should be making periodic calls to check in on their employees. These phone/video conversations open the door for concerns to be shared more freely, as an employee may opt to do so in a one-on-one setting. They also offer the opportunity to show recognition and appreciation in an individual setting.
Provide employees with the appropriate remote equipment they need to do their job. Employees can’t properly do their job unless they’re equipped to do so. This not only includes supplies and laptops, but also instructions and training on how to get “connected.”
Above all else, stay vigilant, proactive and adaptable. If we’ve learned anything, it is that guidance changes almost daily, as do the concerns of our employees. Brandon Busteed, President of Kaplan University Partners and Forbes contributor, wrote “In times like this, there is no such thing as over-communication.” Call, video chat, email, text. Check in on your people and do your best to create methods that give employees the communication they crave while exhibiting and promoting a positive, connected workplace.