By Tatiana Walk-Morris
Under normal circumstances, transitioning to remote work isn’t a major adjustment. In fact, before the Covid-19 pandemic, workers had increasingly been working virtually.
According to a January 2020 report, the number of employees working off-site increased to 43% in 2016 from 39% in 2012. And the number of workers who reported working from home specifically because of Covid-19 concerns rose to 62% in mid-April from 31% in mid-March.
But the unexpected shift to remote work because of the pandemic has been challenging, said Joe Santucci, chief operating officer at the accounting, consulting and technology firm Crowe. Although Crowe supported work- from-home arrangements well before the pandemic, learning to maintain a work-life balance under the current circumstances was difficult in the beginning for some.
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“We noticed more challenges with people who primarily worked in the office,” Santucci said. “They’ve figured it out just like everybody else…. But for the first two or three weeks, it was a difficult transition for them to figure out how to work remotely because they had never had to do that before.”
As companies keep workers at home to slow the spread of the coronavirus, they must rethink how they communicate and collaborate. Executives at Crowe offered some insights into how to support employees amid unusual circumstances.
Take Time Off
With the restrictions and apprehension surrounding travel, workers are taking fewer vacations. But companies should encourage them to take time off to recharge and avoid burnout, Santucci said.
At Crowe, employees’ assigned career coaches encourage them to take time off when needed, said Julie Wood, chief people officer. Crowe is also examining its fiscal year to see how much time workers have taken off during this period.
“We need to make sure our people know that it is still important for them to step away from work and that we want them to do so,” Wood said, acknowledging that vacation time during the pandemic has limitations. “In our minds, our work is a marathon, not a sprint. We need people in it for the long haul. And getting time away to re-energize, in whatever form that can happen, is essential.”
Redefine Productivity
At first glance, managers might see that an employee has logged 12 hours in a given workday, but they might not feel that they’ve gotten 12 hours’ worth of work out of them. With employees working from home during this pandemic, managers need to consider, for example, how many times their employees step away to attend to their children’s needs or to answer the door to accept packages, Santucci said.
Because workers are juggling much more, companies need to adjust how they assess productivity and advise workers on how to report productivity under these new conditions, he added.
“I don’t think people are being less productive,” Santucci said. “It’s just a different type of productivity.”
Wood also advises companies to keep track of which employees are taking on heavy workloads and try to redistribute the work more evenly. With the technology available to remote workers today, it’s perhaps easier now than before to apportion work across staff, she added.
Be Mindful Of Tech Fatigue
In the past, workers might not have been entirely focused during audio conference calls and in-person meetings. But video conferencing has compelled participants to focus more, according to Santucci.
Though tech tools that facilitate virtual discussions have existed for some time, they’re now used more widely and consistently. For some, video conferencing can take up most of their days. This shift has left some employees feeling like they’re “always on,” Wood said.
“I know even personally there are days that I don’t feel like being on video all day, and that sometimes I just need a break from the intensity of that environment,” she added. “I have found myself and others now being comfortable not always turning on the camera and just focusing on the conversation.”
Much like workers need to take vacation time, it can be useful to schedule breaks throughout the day and communicate that with managers to prevent the “always on” feeling. Santucci, for example, blocks out about an hour or so on his schedule in the middle of the day to catch up on anything he’s missed or to handle urgent tasks.
Consider Employees’ Needs
It’s unclear how long widespread remote work will last, but it will be critical for managers and team members to communicate with one another in addition to being flexible, Wood said. Crowe, for example, has been encouraging employees to take time to settle into their new routines. Prior to the pandemic, the firm supported its employees through reduced or flexible schedules as needed, and Wood expects the need for this flexibility to continue heading into the school year.
The firm has also adjusted its benefits programs and notified employees of the support available to them. The changes include adjusting their 401(k) plans in accordance with the Coronavirus Aid, Relief, and Economic Security (CARES) Act, providing free Covid-19 testing through the firm’s insurance plan and enhancing prescription coverage, Wood said.
“We have openly encouraged our people to be realistic about what can be achieved and to keep the hours they are working in check,” Wood said. “The point to all of this is to stay connected, listen to your people and adjust as needed for the long game.”
Need guidance and tips on managing a remote workforce? Find the latest insights from Crowe on what you can do to strengthen communication, productivity and work-life balance.
