Virtual teams make good business sense. They help cut costs – e.g., reduced office space and equipment and widen the net of available and qualified talent.
Having a talent strategy in place to capture value from virtual workers and teams will help ensure accelerated success and a future return on your investment. However, creating and empowering virtual teams requires thoughtful planning and execution.
A Right Management talent management poll showed that, of the companies surveyed, 45% anticipate an increase in the number of virtual workers.
While perhaps liberating them from the constraints of geography, virtual workers also can be exposed to a wide range of challenges. This requires creative problem solving as well as innovation that, if done well, will help avoid lower productivity and engagement levels that often occur as a result of poor virtual leadership.
Leading a team that is scattered across multiple states or continents presents its own set of unique challenges. Without face-to-face contact, it can be difficult to keep everyone organized and productive.
Assessing your communication and technology needs will help ensure your team produces high-quality work. However, you must first conduct individual assessments to determine that the skills and abilities needed to thrive in a virtual work environment are present or, at least, can be developed. Successful virtual team members are individuals who do not require a discrete organizational structure. Typically, they are strong communicators, adaptable, technically knowledgeable, able and willing to hold themselves and others accountable and highly motivated.
Communication, trust and respect are also key elements. Studies show that companies with highly effective internal communication systems in place are likely to have higher levels of employee engagement and reduced turnover. Some leaders are afraid to share negative information because they do not want to feel uncomfortable or vulnerable. Truth be told, the opposite is true. When leaders share problems and involve employees in problem solving, both respect and trust increase. This is especially true when leading a virtual team as the “normal” formal and informal communication network does not exist for the virtual employee.
We recommend a six-step talent management process to build a successful virtual workforce:
- Assess. Understand the benefits and challenges of virtual teams – be certain you know the suitability and select the best-fit employees for the team.
- Evaluate the work environment. Is the right technology in place for team members to be productive? They must have space and the tools needed to feel empowered and thrive.
- Focus on leadership. Virtual leaders must cultivate a tolerance of ambiguity and change, along with a willingness to work and lead in a more extroverted way than a traditional workplace setting.
- Give it structure. Expectations need to be very clearly defined and check-ins and team meetings more frequent. Virtual leaders must cultivate a tolerance of ambiguity and have dual, complementary objectives – i.e., structure and socialization.
- Stay connected. Utilize technology to enhance your virtual team’s focus, motivation, and output. Webinars on topics outside the immediate work stream can help stimulate team discussion and connectivity.
- Don’t overdo it. Ensure that technology serves as an enabler, not a collar. A relentless 24/7 work culture will inevitably lead to negative engagement, productivity and retention.
Give virtual team members decision-making authority. Employee engagement means increasing the risks and responsibilities employees undertake. Freedom is an excellent incentive and retention strategy for high performers. If an employee feels valued and has more control over their work environment, it is a good reason not to leave.
Successfully building and leading virtual teams serve as powerful talent management and leadership development tools and improve organizational effectiveness.
