1. Legal requirement
It’s likely that you will have some individuals that will consider perhaps living abroad or in some cases moving back to their home countries to live. Inform your employees of the legal implications of taking extended periods of remote working in other countries and set a limit (one-month maximum is sufficient).
Discuss things such as timezones and their ability to attend meetings, meet (internal) client expectations and don’t forget regulations around night working. It’s best to inform your team as soon as possible so that they may plan accordingly.
2. Tools of communication
Think about the standard tools you want the company to use when communicating, such as Slack, Yammer, email, Microsoft Teams, Zoom or even Whatsapp. Make sure that everyone is clear on which tools are used widely within the business and when and how to use it them appropriately.
Should you have complicated processes, international teams or deal with sensitive data on a regular basis, consider also creating a communication and data transference policy and implementing some cross-cultural training.
3. Areas of support
It’s important to consider what support your team will need. There has been a lot about mental health and holistic wellbeing. Tackle some of the major issues such as loneliness, isolation, anxiety and depression.
In an office with regular face-to-face contact, it’s easier to see those that might be struggling. It’s important that you are proactive in reaching out to people and provide passive support with online guides and briefings, access to counsellors or apps.
Additionally, provide some guidance on how to adequately set up a remote workspace to avoid various injuries.
This an excerpt of the November/December 2020 cover story, Home truths: adapting to the new world of work. The full piece appeared in the November/December 2020 print issue. Subscribe today to have all our latest articles delivered right to your desk.
