The COVID-19 pandemic has seen remote working become mainstream – but how do you manage a team when you’re not in the office together? Tools such as building trust, embracing different perspectives and revisiting a team’s purpose are all crucial in times of change. Here, leaders and experts share their advice for remote management.
COVID-19 has changed the way we work forever. In response to lock-downs, many companies moved their operations online, effectively allowing employees to work from anywhere in the world. The effect that this will have remains unknown, but it could enable a new wave of globalization.
“93 percent of CEOs who had introduced upskilling programs said these programs increased productivity — they also helped attract and retain talent and helped deliver a resilient workforce. However, only 18 percent of CEOs who took the survey said they had invested in upskilling.”
If your current ‘team’ of employees are unprepared, well you’re not alone. Furthermore, many organizations are struggling to hire ‘quality talent’ as only 16 percent of new hires possess the needed skills for both their current role and the future, according to the latest worldwide market study by Gartner.
Across the United States, city-to-city migration patterns have been redefined in recent months. Fresh data from LinkedIn’s Economic Graph team shows that smaller metro areas are gaining, some famous big cities are slipping, and hints of de-urbanization can be found across the country.
Digital technology is at the center of today’s economic development debate due to its wide use during the Covid-19 outbreak. While there is no doubt that the pandemic is amplifying the adoption of new technologies, technological advancements were already changing the world over the past two decades, from living standards to the very nature of our work.
“Whatever the future of offices and work looks like, the old ritual of commuting to a central headquarters in which everyone is cheek by jowl with their co-workers, in a sea of desks broken only by monitors and half-height dividers, seems endangered.”
“IT leaders today are dealing with competing objectives: To keep the lights on — running mission-critical applications while protecting the business from outages — and to enable the business to react to market changes quickly and adopt new technologies or services when they need them (not necessarily when IT is ready or has the cash to spend on them).”
The relationship between good leadership and employee engagement has been tested and strained over the past six months as businesses have been forced to adopt remote working practices due to the COVID-19 pandemic. “Employee engagement in the U.S. dropped from an all-time high of 38% in May to 31% in June, the most significant decline since it started tracking engagement in 2000.”
“Risk and oversight have been brought into sharp focus in this increasingly uncertain world, as leaders protect liquidity while considering the implications of difficult decisions and trade-offs on achieving this. Nine out of 10 surveyed think the pandemic will change how organizations balance risk and resilience.”