s. Events to proactively connect in-office and remote workers should be maintained as well going forward, such as virtual coffee chats and remote office hours.After the Covid-19 crisis has passed, managers may need to find ways toamong remote teams on a longer-term basis. Because it is more difficult to know and understand employee actions and motivations in remote work, establishing competence and interpersonal trust can be challenging.
Managers can invest in technology to set and update goals and objectives related to desired outcomes and generate feedback on those objectives. For example, General Electric replaced a performance management system with a coaching app called to provide real-time information and feedback to employees. Managers set up touch points throughout the year to build accountability and help employees develop professionally.
As we return to pre-pandemic workplaces, strategic decisions about whether or how to develop a remote and hybrid work come to the forefront. With intentional planning, organizations can proactively consider company policies and management practices to transform their remote workforce. Now is the time to reflect on how much you and your employees have learned over the past year, and use your new knowledge and experience to create your own optimal workplace of the future.