BUILDING A STRONG REMOTE WORK CULTURE IN VIRTUAL TEAMS
BUILDING A STRONG REMOTE WORK CULTURE IN VIRTUAL TEAMS
Figure
1 : Remote Work Culture
“A
set of values, traditions, or social behaviors connected with a specific field,
activity, or societal feature. “Without spending time with every devotee on a
regular basis, you can feel totally linked to geek culture, popular culture, or
even your grandparents' Italian culture. When coworkers share comparable
values, interests, and attitudes, they enjoy an unconditional feeling of
connection known as remote work culture. When people don't see each other on a
regular basis, they still feel connected. People with strong work cultures have
an unshakeable sense of belonging (Brake, 2006).
THE IMPORTANCE OF REMOTE WORKING CULTURE
Ø The
remote work culture helps to combat distant isolation: A robust remote work
culture connects employees around a common goal. This fosters a sense of
community and leads to concrete acts.
Ø Your
company's future prosperity will be aided by a remote work culture: Companies
that create cultures that can survive the rigors of remote work will avoid the
growing pains of changing work patterns, allowing them to retain productivity
as trends evolve.
Ø Long-term
partnerships are aided by a remote work culture: By developing relationships,
building trust, and improving communication, strengthening team bonding to
operate remotely will also help onsite work (Beecham, 2014)
TOOLS & IDEAS TO HELP YOU BUILD A STRONG REMOTE WORK CULTURE
- NECTAR- Creating a fun and collaborative space as well as provide on-demand swag management.
- BONUSLY- It makes online recognition fast and fun
- MONDAY.COM- It makes easy for remote employees to Visualize, Organize, and complete their work.
- ASSEMBLY- Providing peer to peer recognition hub helps employees give each other shout outs and rewards.
- QUIZ BREAKER- To create and disseminate quizzes that are ideal for virtual team development and bonding
HOW DO YOU IMPROVE THE CULTURE OF A VIRTUAL TEAM
1. Make Sure employees have everything they need to work remotely
-Reliable internet connections
-Dedicated space for working
-Phone
-Computer
-Printer
-Router
-Office supplies
2. Establishing remote work policies, expectations and guidelines
-Scheduling: Work on fixed hours or will it be flexible
-Communication and collaboration: Communication channels and virtual meetings
-Vacation and time off: May employees travel while working remotely as long as they meet the key deadline
3. Solicit feedback and questions about the policies, expectations, and guidelines.
-distribute your documentations
-post everything on company intranet
-Create survey
4. Create a remote culture statement
-Making list of values and interests how the company helps nurture those values
5. Build an events calendar
-Make a calendar of all-hands meetings, town halls, virtual events, and other gatherings (for the year or at least a quarter).
6. Start a mentorship program
-A mentor can help a remote employee feel more connected.
7. Establish unique tradition
Employees can feel like fulfilled members of a tight-knit community by adding beloved rituals to an already strong culture.
8. Incorporate distant culture principles into other aspects of your organization.
-Send little reminders and culture quotations to communications staff to incorporate into emails and newsletters.
9. Assist staff in developing growth and development strategies from a distance (Ford et al, 2017).
CONCLUSION
Build
a strong remote culture by identifying the values and interests that your
employees share, as well as the aspects of working at your firm that they
enjoy. You can next figure out how your remote work culture might cultivate
those common interests, values, and loves once you've determined those
criteria.
REFERENCES
Bell, A., 2021. snacknation. [Online]
Available at: https://snacknation.com/blog/remote-work-culture/
[Accessed 30 11 2021].
Ford, R.C., Piccolo, R.F. and Ford, L.R., 2017.
Strategies for building effective virtual teams: Trust is key. Business
Horizons, 60(1), pp.25-34.
Beecham, S., 2014. Motivating software
engineers working in virtual teams across the globe. In Software
project management in a changing world (pp. 247-273). Springer, Berlin,
Heidelberg.
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