26 Jan Workplace wellness tip: The right training turns remote workers into model employees
An organization doesn’t need to have all of its employees in the same office in order to get the most out of them. 77 percent of people report being more productive when working remotely as opposed to on-site with their employer – this according to research conducted by ConnectSolutions, a Bay-area technology firm. The figure suggests that organizations can reap considerable gains by giving employees the opportunity to work from home. However, in order to reap such gains, organizations need to provide employees with appropriate support in order to manage the transition to their new positions effectively.
Leveraging a blend of behavioral insight, business experience, and best practices in adult learning, an experienced Learning & Development provider can be an ideal partner for an organization seeking to help all or part of its workforce make the transition to remote status. Its learning programs can help equip employees with new skills and tools to retain their productivity and the relationships they enjoyed while working in a traditional work environment. Training also helps managers prepare to supervise employees they may not see daily. Tools for performance management, building remote teams, keeping employees connected, and utilizing different modes of communication are just a few topic areas that should be addressed.
CCA has helped a host of organizations facilitate such transitions. For instance, when a large financial services firm decided to convert its customer service staff into a remote unit, CCA helped the organization and its employees make the transition. In order to ensure that employees had easy access to personalized assistance, we set up a dedicated phone line manned by specially trained staff to support employees in dealing with their immediate reactions to the adjustment. CCA also designed and delivered a four-hour Learning & Development program that familiarized employees with the requirements and challenges of working remotely and provided concrete, practical strategies for success in a remote environment.
Thanks to such support and guidance, the customer service unit was able to hit the ground running because the employees felt well-prepared to handle a new working environment. The unit retained 90% of its critical employees and service disruption was minimal. The reorganization thus gave employees greater flexibility, while also yielding greater efficiency for the organization.