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How to identify good and responsible telecommuters?

Study guide

Teleworking has a lot of fans and is attractive to many employees. No wonder. Who would want to spend hours every day on the way back and forth to work and pay for the commute? But how can you, as a company manager, select reliable and highly responsible employees for telecommuting? Employees to whom you can safely entrust the work of the company and make sure that they perform their duties properly and do not underestimate? To find the answer to this question, join us to introduce you to 3 ways to identify good telecommuting employees.

Can all employees work remotely?

Perhaps your first telecommuter is a member of your staff who (because of personal preference or because of a specific event in his or her personal life) has been asked to work full-time or part-time. You may have just hired this person, or the company you founded is generally telecommuting. If the company’s employees work in person, the telecommuting of the first employee may cause other team members to want to telework part-time or full-time. But the truth is Teleworking is not for everyone.

Many believe that if they were allowed to work from home, they would be more productive. In a Polls and reviews 76% of employees believed that they could do more in telecommuting; Because during telecommuting, there are no distractions and frequent harassment by colleagues and general and general concerns of the office.

But the truth is that some need the structure and order of the office to stay focused. the door Surveys and polls Another 46% of respondents said that the biggest disadvantage of telecommuting is the presence of distraction factors; A point that many people do not anticipate when they start a week of part-time or full-time telecommuting.

So how do we know if someone who is a current member of our team or who we have just hired is suitable for telecommuting? You can do the following to evaluate how good each person is for telecommuting or to establish a culture in the company where telecommuting is more reliable.

1. Use task-related competence (Task Relevant Maturity) to judge their abilities and communication needs

Teleworking requires a degree of confidence that is not required when working in an office. In Office:

  • You can call someone right away and ask for help;
  • Do you know when a person comes to work and when he or she leaves work?
  • You will find out if the person is happy, frustrated, tired, sick or excited.

Here are some lessons to be learned from becoming a successful telecommuter. If you implement all these lessons, it is still up to your employees to play their part and perform their duties.

In addition to trying to acquire the skills needed to manage telecommuting staff, keep in mind that those who work for you remotely need to be very skilled in their core job, ie Work-related competence They are great in the tasks you have given them.

By delegating tasks that you know they can do well, their transition to telecommuting will be much better and there will be fewer problems; Because:

  • Need less training and assistance;
  • They need less control and supervision, and at the same time, they provide quality work.

This will give you and your team member more time to get used to telecommuting and you will no longer have to persuade him or her to do the tasks he or she needs to do.

Over time, as trust builds and you gain the ability to solve your telecommuting management problems, you can allow them to take on tasks that require less work-related competence. At that point, as you meet the specific needs of your telecommuters, you will determine how to communicate and check things out with each other.

If one of the employees wants to work remotely and has accepted many new responsibilities and tasks, it is wise to ask him / her to wait until he / she has sufficient skills in those areas.

۲. In new hires, look for signs that people are trustworthy

Signs and signals of the reliability of the telecommuting staff we are just hiring

When hiring a new telecommuter, pay attention to the signs that he or she is trustworthy. The following points indicate whether the other party is suitable for telecommuting:

  • Is he on time for a job interview (either in-person or by phone)?
  • How does he communicate during the hiring process? Do you have to follow up or does he send messages and notes?
  • Did you ask him anything during the interview? Did he send it?
  • What are his communication skills?
  • Has he worked remotely in the past? What has he learned?

If you see signs from the beginning that the person in question is trustworthy, you are much more likely to be able to trust him or her for telecommuting. The best way to find out if this person can work with your company’s telecommunications method is to ask them to work with you on a pilot project. This will also allow him to evaluate your company.

In this way, before starting the official work of the person in the company, you make sure that he is suitable and the two parties trust each other. If he is active in communication, actively asking questions, and it is a pleasure to work with him on a pilot project, you can be sure that it will be the same if he works for you all the time.

3. Creating a culture of ownership and accountability for managing telecommuting groups

Creating a culture of responsibility and accountability in telecommuting employees

If the group that used to work in person now has to telecommute you, pilot projects and recognizing signs of trust will not help. In this case, you need to invest in creating a culture of ownership and accountability.

When you say you want to do something, do they do it successfully? Do you trust them to do it and do you think they are ready enough to do it alone? Do you hold them accountable for the results obtained?

Here, it is always best to start with yourself. You are a role model that your group looks at and imitates. The more you try to create this culture of ownership, the easier it will be for team members to transition to telecommuting, and the more accountable they will be.

Most importantly, if someone in your office is not a very reliable person, it is very unlikely that they will progress in telecommuting and become a reliable person; On the contrary, these people are among those who do not perform well in telecommuting and work hard.

When hiring people for telecommuting, you need to have full confidence in their responsibility, work ethic and skills; Especially when you strengthen your telecommuting management and leadership skills, you need to have employees who have no doubts about their work and the outcome.

Concluding remarks

Managing telecommuting groups has a lot in common with managing groups that work in the company; But the notion that a telecommuting employee is just like an employee who works for a company is wrong. Teleworkers face special challenges, and to be able to manage your entire team effectively, you need to understand those challenges. By identifying the best employees in your company for telecommuting or hiring the right people who have the ability to work from home, you can better manage the company’s work and keep its productivity at a high level.

Do you think the methods we have suggested in this article are effective or should we use other methods to identify the right people for telecommuting?




How to identify good and responsible telecommuters?

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