Archive for June, 2009

I’ve been thinking lately about how you onboard a virtual team member or a team member in a results-only work environment (ROWE). Onboarding, for those of you not familiar with the term, is the process of bringing on new employees with the purpose of quickly and successfully integrating them into the organization. Most traditional organizations don’t onboard new hires very well, so when we add a virtual workforce into the equation, things are bound to get a bit dicey.

When done well, onboarding can be a strategic process that improves your bottom line—the more quickly you get a new hire up to speed, the more quickly they start producing. Onboarding also improves productivity, performance, retention, engagement, satisfaction, and loyalty. Research and experience show us it’s a good thing.

As a new employee, you have a lot to learn: job requirements and expectations, how your role fits into the team and the company, industry information, company information, who you’ll be working with, the ins and outs of the company culture, etc. So how do you do this effectively if you’re telecommuting, working on a virtual team, or joining a team that’s working a variety of hours from different locations?

This past spring over at the GirlScoutsGoneROWE.com blog, Daniel Malyszka, Director of Human Resources for the Girl Scouts of San Gorgonio Council, talked about their challenge with ROWE and new employees. He worried that new employees may see ROWE as an opportunity to slack off and shared his thoughts on a potential solution: stricter rules during the initial training period.

I’m not sure I agree with “stricter rules,” but I do believe you absolutely must have a detailed, thought-through onboarding plan in place for new employees. And the “result” they are responsible for achieving the first few weeks working in a ROWE or on a virtual team, is to accomplish all of the onboarding activities listed in their training plan.

Additionally, each new hire’s manager and team need to have a shared responsibility for helping the new employee accomplish all of those tasks. In the past when I’ve worked with clients to create custom onboarding solutions, at least 5 people have been held accountable to produce specific results during the onboarding process: the new hire, the manager, HR, IT, and a peer mentor. It’s built into each person’s job—additional responsibilities for which they are held accountable to complete and are evaluated on when performance reviews come around.

The same stuff you cover when the employee is physically present in traditional onboarding needs to be covered when doing virtual onboarding. However, in a virtual team or a ROWE, some of those activities move online. For example,

• Utilize a private blog or wiki to share information with new hires.
• Schedule Skype video calls with the new employee, his or her team members, and other important people in the organization.
• Provide the new employee with everyone’s IM and Twitter name and provide training on those platforms if needed.
• Use screen capturing software to explain how to walk through a routine task and show the new hire where to find the information on the corporate website.

I read recently that we currently have about 34 million Americans that are working at least occasionally from home. By 2016 it’s estimated that 63 million people are going to be working from home; that’s 29 million more telecommuters entering the remote work force in the coming years and that number doesn’t even include all the people who work in some type of flexible work arrangement. I don’t have all the answers, but I do believe it’s important for us to start thinking and talking about how to onboard virtual team members quickly and effectively.

What are your thoughts? Leave a comment and let me know what challenges you’ve faced onboarding a new team member in a virtual work environment or in a ROWE. What have you done or seen that’s been successful?

Today, June 26th, is Take Your Dog to Work Day! This event, which occurs annually the first Friday after Father’s Day, is your opportunity to bring your favorite K9 into the office with you. Since I work from home, I’m lucky every day is Take Your Dog to Work Day. Here are a few pictures of my Westie, Oliver, “helping out” around the office.

Oliver Waking from a Nap in the Curtains & Supervising from the Couch

Nearly 1 in 5 Companies Allow Pets in the Workplace

According to research posted on TakeYourDogToWorkDay.com, nearly one in five companies allow pets in the workplace. Generally speaking, Americans have very positive opinions about pets in the workplace. According to a 2006 American Pet Products Association survey:

• 55 million Americans believe having pets in the workplace leads to a more creative environment.
• 53 million believe having pets in the workplace decreases absenteeism.
• 50 million believe having pets in the workplace helps co-workers get along better.
• 38 million believe having pets in the workplace creates a more productive environment.
• 46 million people who bring their pets to the workplace work longer hours.

Interesting, isn’t it? How many times have you considered implementing a pet policy within your organization to increase creativity, team work, productivity, and decrease absenteeism? I’m guessing rarely, if ever.

Should you take the leap, here are a few tips for making Dog Day a success in your organization:

• Dogs should be kept on a leash, unless in the employee’s office or cubicle.
• Employees should use a baby gate to prevent dogs from leaving their office unsupervised.
• Specific areas, such as bathrooms or employee dining halls, can be designated as dog-free.
• Have a backup plan for taking the dog home if he is not comfortable in the work environment.

Enter to Win

If you are a dog friendly organization, FetchDog wants to know! You can enter their “Top 10 Dog Friendly Companies” competition by sending an email with your company name, address, and URL to dogsatwork at fetchdog dot com. All entries receive an official “Dog Friendly Work Place” banner to include on their company’s website. For more tips and information, visit www.takeyourdog.com/get_involved or you can find them on Twitter @takeyourdog.

What do you think? Are having pets in the workplace a good idea? Have you ever worked for a company that allowed you to bring your dog to work?

Wondering if a flexible work arrangement is right for you? Whether you’re interested in flexible hours, telecommuting, working from a satellite office, coworking, or participating in a ROWE, flexible work isn’t a good fit for everyone.

Here are 10 characteristics you must have—or develop—to thrive in a flexible work environment:

1. Strong Work Ethic

Flexible work is all about the results. Do you have a strong enough work ethic to consistently produce results without the structure and stability of a job in a traditional work environment?

2. Knows It’s NOT About Sleeping In & Wearing Your PJs All Day

You may want to telecommute or work from home so you can sleep in and wear your pajamas all day. Truthfully, there are days I do this, but it’s not the norm. If your primary reason for wanting flexible work is to work in your pajamas, see items number one and three.

3. Disciplined

Working flexible hours isn’t necessarily about working less—it’s about working differently. You still have a job to do, clients to please, team members to support and everything must be done in a timely manner. The self-discipline to get up, get to work, and get your job done is essential.

4. Self-Motivated

If you need your coworkers or your boss to constantly motivate you, flexible work may not be right for you. Self-motivated individuals thrive in a hands-off work environment and are motivated by freedom of choice. Complete control to decide how, when, and where you work should be motivation enough.

5. Proactive

Successful flex workers are proactive. They don’t procrastinate and put off doing their work. They accomplish their work quickly and efficiently so they can benefit from control over their time. When a problem comes up, telecommuters or virtual team members do whatever they can to resolve it immediately. They know problems will quickly get worse in an unstructured environment.

6. Flexible

Yes, flexible work requires being flexible. Brilliant, I know. But if you receive flexibility from your employer, you should be willing to be flexible with them as well. It goes two ways—you do what you need to do to make the arrangement a success for both parties.

7. Willing to Learn

Changing your work environment from a traditional office to a virtual or remote office may require some learning on your part. Learn new technologies, techniques, and skills quickly and be willing to teach your team and colleagues what works.

8. Willing to Change

More and more people are telecommuting and moving into flexible work arrangements and virtual teams. The workplace is changing and flexible workers are willing and able to quickly adapt and change. They welcome new ideas, technologies, and innovative ways to collaborate. They are quick to leave the old, limiting beliefs of the traditional workplace behind and replace those beliefs with a new flexible alternative.

9. Focused

Speaking from experience, it’s easy to get distracted at home—especially when you don’t have set office hours. I may take a break for lunch, realize we don’t have enough milk for my afternoon coffee, head to the grocery store, and by the time I get back I’ve lost the whole afternoon. Flexible workers that do well are focused every day on the results they must produce as well as project timelines and deadlines. They actively work to make things happen by putting on blinders and avoiding outside distractions.

10. Organized

You must be organized when you work flexibly. Do you have access to all the files, information, and contacts you need to do your job? Can you collaborate with team members and clients effortlessly? Do you have a dedicated office space that isn’t part of the kid’s playroom? Take the time you need to set up an organized space for you work and make sure you have easy access to all the tools and information you need to do your job.

This list is just a few of the characteristics you need to excel in a flexible work environment. What other traits or characteristics do you possess that have made you a successful flexible worker?

Last week I came across an article, Leading a Cultural Revolution, about what’s currently going on with Cali Ressler and Jody Thompson, the two women who initiated the results-only work environment (ROWE) movement. The article itself is okay, but what struck me (and thoroughly disappointed me) were the comments that followed.

The general beliefs and attitudes of those that commented eerily echoed feedback I received following a talk I gave several months ago to a professional group about ROWE. All they had were complaints, reasons it would never work, and were quick to dismiss the idea of ROWE. The readers of this article appear to have the same attitude.

Are there problems with ROWEs? Of course. Are there going to be challenges and setbacks? You bet. Is it going to work for everyone? Probably not. But does that mean we don’t even give it a try? I don’t think so.

Recently I was reading through Experience Life, the member magazine put out by Life Time Fitness, and came across an excellent quote that bears repeating. The magazine interviewed Rory Freedman, veganism advocate, and although she was talking about changing your perspective on healthy living, I think what she shared is important for our perspective on and approach to ROWEs and workplace flexibility. Freedman said,

“I think the best thing for people to do is to just stop for a second, step back from what it is you’ve already decided, or what you think you know, of how you’re sure you feel about the issue, and visit the possibility that the way you’re doing things can be improved upon.”

I’ve felt it and I know deep down you’ve felt it too; the way we approach work isn’t working and it’s time for a big change. As you ponder what that change looks like for you and your organization, I encourage you to hit the pause button on your preconceived notions of flexibility. Press pause on what you think you know about telecommuting or working from home. Take a minute to reconsider how you feel about face time and the importance of a traditional 40-hour, 8:00 a.m. – 5:00 p.m. workweek. And just remain open to the possibility that how we work can be improved upon.

Take a few minutes to look at the article and browse through the comments yourself. But before you immediately write off ROWE, open your mind to the possibility that it could actually work for you. Imagine how your job and life would change if you had complete control over your schedule and the location of your work. You can change the way you work—as long as you remain open to the possibility that work can change for the better.

In organizational development and certain psychology and HR circles, they talk about job embeddedness. It’s an odd sounding term that simply refers to how attached an employee is to their job. The more embedded an employee is, the less likely they are to leave their job and the organization.

There are three main parts to job embeddedness:

• Fit – Job fit refers to whether or not an employee’s knowledge and skills match job demands and it also refers to the employee’s sense of belonging. Do they feel like they are a good fit for the job? A good fit for their team? And a good fit for the organization?
• Links – Links are strong positive connections with other employees. Has an employee developed positive ties with their team and other colleagues?
• Sacrifice – If an employee left the organization, would they be giving up things they value? These can be material or psychological costs. What would they sacrifice if they left? What’s the cost of leaving?

Job embeddedness is important because if you can increase an employee’s embeddedness, they are less likely to leave. Research has shown it increases retention as well as performance. Employees who feel they are a good fit have a sense of job security, feel like they belong, are more committed, and more motivated to do their job well.

Ways to Increase Embeddedness

There are several things you can do as a leader or manager to increase your employee’s sense of belonging and fit. The first starts with onboarding—the process you use to bring new employees into the company. Studies have consistently shown the first 90 days on the job to be critical in terms of whether or not an employee commits and makes the decision to stay for the long haul. Ensuring they have a positive first experience, receive adequate training, and get connected or embedded quickly makes a world of difference.

Another way to increase embeddedness it to take an active role in employee career planning. What training and development opportunities do employees on your team want and need? Spend time with them to work out a career plan within your organization and make it standard practice to promote from within.

Third, enhance work-life balance. This plays to the sacrifice component of job embeddedness. Provide employees with more control over how, when, and where they do their job. You may even want to consider implementing a results-only work environment (or ROWE) which will allow employees to more effectively manage their work and their life. With more control over their schedule, they can pursue interests outside of work as well. This raises the cost of leaving. They will be sacrificing a whole lot more than just a job if they leave. They’ll be giving up work-life balance, the freedom to pursue other interests, and control over their schedule. That’s a pretty significant sacrifice.

Finally, consider moving employees around within the organization if they don’t fit on their team. Perhaps you have an employee that hasn’t been able to form any positive links with their team; they don’t yet have a sense of belonging. If you shift them to another work group, they may feel a better fit and find colleagues with whom they have more similar and compatible personalities and skill sets. This can completely turn around a low performer and make them one of your star players.

If you’re interested in improving performance, productivity, and increasing retention, look at job embeddedness. Examining fit, links, and sacrifice can make a big difference in terms of whether an employee stays or goes.

It’s pop quiz time. Which picture below shows a person that’s working?

What’s your answer? A, B, C, or D? The answer…  wait for it… is that I have no idea and neither do you! Who knows which person is working?! Usually, you can’t tell if someone is working just by looking at them (okay, a heart surgeon in the OR performing surgery may be an exception).

However, generally speaking, just being able to see a person doesn’t tell you much about whether or not they’re working. A man sitting in a boardroom may be daydreaming about his next vacation, while a woman on the golf course might be closing the biggest deal in her company’s history. As an outside observer, you can’t accurately judge what’s happening.

And just because someone doesn’t fit into your idea of what “work” is and where it happens, doesn’t mean they aren’t working. A person sitting in their cubicle may or may not be working. A telecommuter may or may not be working. A person that takes their laptop to Starbucks may or may not be working.

Times are changing and our concept of “work” needs to evolve. What is work? Work is knowledge. Work is ideas. Work is creativity. It’s conversations and data. It’s happy customers and consumer research. Work is meetings and phone calls. For some, work is even Twittering.

It’s time to stop judging people based on your concept of work. Work means different things to different people and our ideas about work are rapidly evolving. What will the future of work look like? I’m not sure, but I know there won’t be a one-size-fits all definition.

Finally, as a personal example that you can’t always clarify what work looks like, know that I created this blog post sitting in my car, in my gym clothes, post-workout at 3:27 p.m., while my husband ran into the store to buy some milk. When you hear the word “work” is that the first picture that pops into your mind? No, of course not. But it was how I defined work in that moment and time.

Want to radically shake up how you work? It all starts with beliefs and behaviors. Here are 5 shifts in attitude and behavior that promise to revolutionize the way you work forever.

1. Shift from judging based on politics and time to judging based on performance and results. 

The way most leaders evaluate performance is a subjective mix of outcomes, face time, and office politics. Isn’t it time we evaluated performance based solely on results and contributions? Set up clear expectations and performance outcomes and then shift to judging someone’s work by the results they produce and the goals they achieve. Nothing more, nothing less. 

2. Shift from paying for a chunk of time to paying for a chunk of work.

Are you paying your employees to show up 40-hours a week and sit at a desk or are you paying them to complete a specific job and produce certain results? Hopefully it’s about the work, not the time, or you’re wasting your money. Stop thinking in terms of trading dollars for time and start thinking about trading dollars for a concrete outcome and/or the completion of a project.

3. Shift from time off as a reward to control over time as a reward.

Managers that reward their employees for a job well done by “letting” them leave early on a Friday afternoon are kidding themselves. It’s not a real reward. Managers shouldn’t act like parents “letting” their kids stay up late. Treat your employees like adults. A true reward would be giving your employees the ability to control their time, set their own schedule, and determine how and when their work gets done. You’ll most likely create a team that works harder and produces higher quality outcomes because they’ll do whatever it takes to keep that kind of reward. 

4. Shift from a command and control model of leadership to a model of trust and collaboration.

It’s time to put the old military model of leadership to bed. Command and control leadership is a thing of the past. The only person you can actually control is yourself, so you might as well give up trying to control everyone around you. It’s not going to happen. Instead, adopt a leadership model of trust and collaboration. You’ll increase your ability to influence your team and you’ll help them be more successful.

5. Shift from treating employees like children to trusting them to act like adults. 

In high school, students were treated a certain way because they were teenagers. High school was a fairly controlled environment with a routine schedule and very little choice. And if you recall, most high school students can’t wait to graduate. Why? Because once they go on to college, things immediately change. In college, professors trust students to act like adults, show up for class, study, turn in papers, and take exams. No one is telling them what to do or controlling how they do it, but college students still get the job done (and enjoy the process a whole lot more). Then, they graduate college, get a job, and it’s like high school all over again. Work should be more like college and less like high school. You can trust your employees to act like adults and they will get the job done. 

Those are just five small shifts that can radically change your perspective on work. Which shift would make the biggest and fastest impact on your work life? Pick one shift to start with and begin thinking and acting based on this new model of work. Be sure to let me know how it goes.

Do you ever feel like Wally? Or maybe you know a Wally? Someone getting paid to do nothing at work? An employee that slips through the cracks without really being noticed?

Maybe you’re not a true Wally, but statistics show many people are wasting significant time during the workday. A July 2005 survey conducted by Salary.com and AOL found the following:

• The average American wastes more than 2 hours of each workday.
• The most popular time-wasting activities are:
  • Surfing the Internet
  • Socializing with coworkers
  • Conducting personal business
  • Spacing out
• The top 3 excuses for wasting time:
  • Not enough work to do
  • Feel underpaid for the work they do
  • Distracted by coworkers
• $759,000,000,000 is lost each year as a result of low worker productivity and wasted work time.

One of the best ways to combat wasted time at work is by making work about results, rather than time. In most organizations, work culture and management practices are focused on the clock and filling the void between 8:00 a.m. and 5:00 p.m. As long as employees are in the office and at their desks during normal business hours, everyone’s happy. However, when that’s the structure and the focus is on time, it’s easy to hide. Just like Wally, you can “look busy” and no one will be the wiser.

If you make work more about results and outcomes, and less about the clock, things quickly change. When employees have control over their work, and are free to leave when their work is done, they stop “wasting” time at work. When your time is yours, rather than the company’s, you’ll spend it wisely, right?

By giving employees control over how and when they do their work, as they do in a results-only work environment, they will produce better and faster results. And when managers begin evaluating performance by looking at results and outcomes, rather than a combination of results, physical presence, and office politics, workers will stop wasting time in the office. You can’t hide in a model like this—if you don’t produce results, you job is in jeopardy.

Eliminate wasted time at the source. If there’s no payoff, employees will be less likely to do it. The more efficient and productive you are, the more time you have to live your life. By focusing on results, maybe we can restore our Work-Avoiding Ninjas’ hopes and dreams.

Related Post: What’s the Biggest Productivity Challenge Leaders Must Solve?