Employee engagement is a key to firm productivity and profitability. The commitment of any firm’s workers to the firm’s leaders and its mission are at the basis of their performance.
Satisfactory employee engagement before the switch to virtual work raises leadership challenges: how to maintain that level of engagement and commitment while employees work from home and are isolated from any direct connections with their leaders and fellow employees.
The first leadership challenge to maintaining employee engagement is to be certain that the remote work asked of each employee is both feasible and contributes to the firm’s mission.
The next leadership challenge is to assure that each remote worker has the equipment necessary to fulfill their remote working. All the usual issues: an adequate Internet connection, a desk, a suitable desk chair, a computer and computer monitors.
Yet another leadership challenge is to act with speed. Responsiveness to employee uncertainty shows a commitment to worker well-being and to firm mission.
Another challenge is communications. Reducing any sense of isolation of working remotely producing any sense of being remote from the firm can best be countered through frequent communication.
Arranging for increased communication is unlikely to ever provide too much communication. Video conferencing with peers, with team members, with superiors should occur during every week. Periodic video conferencing with the CEO is also desirable.
The final challenge is to provide appropriate rewards for appropriate accomplishments shared publicly. In these uncertain times, bonuses or salary increases are unlikely to be available rewards. But public praise and recognition are valuable rewards and reinforce worker commitment across the firm.
Appropriate leadership responses to the challenge of remote work can contribute to maintaining employee motivation. It is essential to firm functioning.