How to keep remote workers engaged

It’s reasonable to surmise that too little attention was paid to ensuring those distributed across different locations, and possibly time zones, worked as part of a team and felt engaged … until 2020.

The spread of Covid-19 saw the number of Australians working from home at least once a week jump from 24% to almost 70%. So, while some organisations were reasonably prepared, for most the transition was painful. Managers suddenly found themselves leading dispersed teams, with everyone working from home or split between home and an office under hybrid models.

Organisations largely turned to information and communication technologies (ICTs) so they could collaborate virtually. However, effective communication isn’t just about tools, devices and processes. It requires leaders who can adapt their approach to maintain regular and meaningful connections with people, which supports employee engagement and social cohesion.  

Deskless workers, or those without a designated workspace, already made up 80% of the global workforce. They’re common in industries like healthcare, retail, transportation, manufacturing and construction. So, while communication is recognised as a crucial workforce capability, the acceleration of digital and workplace transformation has made it more complex and critical to organisational success. 

Understanding people

The way we work – from where and when to how – impacts the way we communicate and engage with others. Interacting with employees who work outside the traditional office environment and conventional hours is naturally harder than when they’re sitting at a nearby desk in front of a computer. 

Organisations that want to keep people informed and involved in what’s happening will always consider their location, workspace, work hours including time zone, and access to ICT. To ensure communication is understood, leaders should also take into account the various roles within the organisation as well as any relevant demographic factors.  This reduces the likelihood of communication breakdowns which can negatively impact trust, employee morale and engagement. 

Enabling communication

Research shows nearly 60% of remote workers miss out on important information because it was communicated in-person. A mix of synchronous (scheduled, real-time interactions) and asynchronous (unscheduled interactions, in their own time) communication prevents employees from feeling left out of conversations, while enabling them to get on with their jobs. 

Video conferencing supports information sharing among remote employees while reducing their sense of isolation, particularly during complex or tricky conversations. For time-sensitive and simple, less formal conversations, quick collaboration can be more important than connecting visually. Mobile-enabled individual messaging can be useful, as deskless employees are typically heavy mobile users.

When various ICTs are needed to reach and involve different employees, they should ideally be integrated to enable proper coordination.

Maintaining engagement

With the right leadership, technology and processes, communication is inclusive not disruptive.  

Those working remotely, in different offices or deskless, must be given equal access to information and tools. If people believe there’s a focus on ‘office-life’ and they aren’t being told what’s happening, trust diminishes and suspicion about ‘what’s really going on’ rises. 

Building social cohesion – with people communicating, collaborating and bonding – helps prevent silos and the emergence of two cultures in hybrid teams. Team members who are physically distant can easily become psychologically distant. 

The aspiration is for every employee to be engaged in helping the organisation achieve its objectives, no matter where, when and how they work.