As technological advances have made it possible for an increasing number of workers to conduct business away from a traditional office setting, more companies have offered that option to employees. But how can companies make sure those remote workers are fully engaged when they’re not in the office, where most of the communication—formal and informal—traditionally takes place?
Capella University and the Human Capital Institute recently conducted a study of nearly 300 U.S. companies that have remote workers to understand the impact telecommuting and how to make the virtual workforce more engaged. Dr. Shelley Robbins, Faculty Chair of Leadership and Human Resource Management in Capella’s School of Business and Technology, and Dr. Adolfo Gorriaran, Human Resource Management faculty member in the School of Business and Technology, recently shared a few findings from the study.
Purpose of Research Study
The study sought to discover how survey respondents—primarily Human Resource professionals—manage the challenges faced by remote workers, including social isolation, career advancement roadblocks, and work-family conflict.
“So many companies are using remote employees now,” said Robbins. “With an increasing number of employees working remotely, we wanted to see the effect of telecommuting on employers and employees, including what the challenges are, and what the value is. Even as the number of people who work remotely rises, there’s been little information published about the effective retention and engagement of those virtual workers.”
It’s a topic of interest to the organizations themselves: 66% of respondents said that they consider employee engagement to be a high priority, and 61% said employee retention was a high priority.
Initial Findings
More than half of survey respondents reported wanting to increase the number of employees who work from home.
“There are lots of reasons companies go towards a remote workforce,” said Gorriaran. “One major aspect is that so many people find remote work attractive. Human Resources has to respond to a very demanding market by using attractive options like this. It also helps companies in more remote locations access things like IT support. Employees with those skill sets may not be available in their town, but they can find someone at a remote location who can help them.”
Forty-nine percent of managers surveyed reported that remote workers were less likely to be absent from work, and 54% reported a decrease in the cost of office space and materials. What’s more, 55% of respondents said they believe having a remote-work alternative makes them more attractive as a company.
However, that doesn’t mean there aren’t challenges. The study also found that while 74% of managers reported feeling that full-time remote workers were just as productive as their in-office counterparts, 47% reported that it was harder for those working remotely to collaborate with in-house staff. In addition, 32% said remote employees are less engaged, and 25% reported managers overlooking remote staff when it came to promotions.
Unexpected Results
Did the survey turn up any surprises? “We expected to see that companies were tightening up on remote workers, but instead most expect to increase them,” said Robbins. “That tells us that attitudes have begun to change, and they’re becoming more positive towards remote workers.”
“I thought respondents would be more critical around problems with a remote workforce,” said Gorriaran, “but 65% said they felt their employees get the same level of developmental opportunity when they work remotely, and 7% said they get more opportunity. That reflects trust, dedication, and solid mechanisms in place. It also shows the willingness of people to work remotely, and to have people work remotely.”
Using the Findings
“There are many benefits to the results of this study,” said Robbins. “We’ve just started collecting best practices. We know remote workplaces can be beneficial to employers, and now we need to identify what tools and techniques will encourage and support this portion of the workplace.”
She notes that success begins with leadership development for managers of remote employees. “Companies have to teach their managers how to work with remote employees by being better communicators. It’s a different type of communication, more intentional. Remote workers must also have opportunities to advance in their careers, to be developed, to be recognized.”
The study uncovered several recommended practices:
- Think about who will be more successful working remotely—it’s not for everyone.
- Set consistent and clear policies.
- Offer training.
- Set time for periodic face-to-face meetings.
- Increase opportunities for development, mentoring, and promotion.
Since technology will only continue to move forward, it’s likely that remote workers will continue to be part of the employee landscape, and companies need to develop their own policies and best practices.
Learn more about the research study and its results in the webinar “Virtually Not Forgotten: Effective Engagement Strategies for Remote Employees.”
The webinar will be broadcast on Tuesday, July 14, at 3 p.m. EDT, but will be available for streaming starting July 15. It has been approved for 1 General recertification credit hours toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.
