Remote Working Strategy: 16 Key Elements To Consider

Consider the employee side first while evaluating the business benefits of the same

All employees and leaders understood the need for remote working during the pandemic and adapted to changing scenarios. However, most of them deemed it a stop-gap arrangement for a limited period. The way businesses have ripped the benefits of remote working in terms of improved productivity, it is not an understatement to say that it is here to stay. 
 

It comes with tons of confusion among employees and policymakers on where to draw lines. Handling issues case by case on an ad hoc basis is not sustainable. A long-term strategy is a must-have for businesses to drive accountability in the company, project transparent and fair practices and drive compliance with legal and ethical requirements. 

The Value of a Well-Drafted Remote Work Strategy

Over the last two years, I have been engaged with stakeholders at different forums, conferences, and advisory positions within various industry segments. We have been debating what a good remote work strategy should look like if it must sustain the current pandemic and persist beyond it. Remote work strategy cuts across various disciplines and functions in any organization. Thus, it is essential to pay attention to all critical considerations in a balanced manner. 

A well-drafted remote work strategy must include clear guidelines on expense claims, insurance coverage, benefits, incentives, allowances, and flexibilities awarded or taken away. It should also outline performance measures, compliance restrictions, and other expectations.  

16 Key Elements to Consider

If you are embarking on shaping up your remote work strategy, the checklist below comprising 16 questions will help you drive the right kind of discussions among your functional groups. 

Human Resources

1. What roles, positions, or jobs will be listed for preferred or mandatory remote working?
2. Will any role-specific restrictions prohibit or encourage flexibility among various modes like working remotely, anywhere, working, and working from home?
3. How rigid will a remote working arrangement be? How easily can one switch between remote working to onsite or vice versa? 
4. What are the incentives one gets if one chooses to work remotely? Or what incentives does someone lose?

Performance

5.  Are the employees expected to consume their time otherwise used in commuting for work-related activities?
6.  How are remote workers' productivity and performance tracked, measured, and awarded compared to onsite employees? 
7.  What are the general expectations to avoid family interferences, distractions, noises, and other nuisances of working remotely?

Financial

8.  What are the general expectations to avoid family interferences, distractions, noises, and other nuisances of working remotely?
9.  What kinds of home-related expenses (like the internet, aircon, electricity, facilities, furniture) can, or cannot, be claimed?
10. Do remote employees lose allowances like transport and overtime, or do they get additional allowances like internet, phone, etc.?
11. Do remote workers get a pay cut compared to onsite workers, given they enjoy more flexibility and work-life balance? Or do they get a remote-working bonus for generating savings for the company for not using office infrastructure and facilities?

Legal

12. How do the remote working clauses comply with the government, legal, and labor requirements of various countries where the company operates?
13. What is the new definition of what makes up workplace injury or accident for remote workers? 
14. How do the insurance claims, accident coverage, and protections differ for remote workers? 

IT and Security

15. How are internet security, data encryption, data safety, and usage compliance monitored on employee laptops for complete transparency between employers and employees? 
16. How do you track the ownership of assets assigned to the employee to work remotely? How will the asset depreciation be impacted or reported? 

While the checklist above can gear your thinking to consider important elements for sustainable business support, a lot more needs to be done by breaking high-level remote work strategy into functional strategies in terms of IT, finance, facility, customer support, and employee benefits. 

Given the rapid changes in technology to do remote work more productively and the market shift towards remote work preference among the new generation of employees, you may have to adjust this strategy more often than you change others.

However, HR leaders and executives should be extra careful that employees work for a physical entity that is identified for its space and existence. When you cut the sense of belonging by making a job role remote, you risk losing loyalty, connection, and motivation.

Therefore, you must assess what specific job role trends look like in the prospective employees. A remote strategy should consider the employee side first while evaluating the business benefits of the same.

Author Bio

Dr. Raman K. Attri is a performance scientist, author of multiple books, professional conference speaker, and global learning business leader. He has authored about 20 multi-genre books and holds two doctorates and over 100 international educational credentials. He has been featured in more than 100 media features, articles, interviews, and shows. His recent book ‘Speed Matters’ shows how businesses can stay ahead @ the speed of business.  Visit http://ramankattri.com Connect Dr. Raman K Attri