Managing the Virtual Workforce
- 25m
- Erika Tedesco
- Association for Talent Development
- 2013
The idea of a virtual work environment, once found in jobs where a physical presence in an office was not needed, such as sales and technology, has reached nearly every business model imaginable. It’s often a siren song for employees, but it can also be a challenge for all involved.
Who should work remotely? How do you select the best communication tool to interact with your employee? And how do you manage expectations of remote employees—both in terms of your own relationship with them, and also between co-workers?
In this Infoline you will learn to:
- Identify what positions in your organization are best suited to a virtual environment, and craft appropriate job descriptions.
- Engage your remote employees through trust, recognition, and by developing relationships.
- Facilitate a collaborative, team-based meeting with your remote workforce using online conferencing technology.
- Create successful communication channels within your team by identifying the most appropriate technology.
Managing the Virtual Workforce comes with job aids that will help you keep virtual meetings on track, as well as sample employee project and performance logs.
About the Author
Erika Tedesco provides business management solutions including corporate training and business coaching to organizations of all sizes. Her specific area of interest is implementing learning innovations into small and mid-sized businesses, including e-learning and remote work arrangements. She most recently spoke at the 2013 ASTD International Conference and Expo on the topic of Engaging Your 24/7 Mobile Workforce.
In this Book
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Managing the Virtual Workforce
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Preface
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Who Should Work in a Virtual Environment?
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Job Descriptions
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Engaging Your Remote Employee
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Running Your Meeting
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Tools for Computer-Mediated Communication
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Optimizing Virtual Employee Performance
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Virtual Coaching
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Final Thoughts
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References & Resources
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Job Aid
