Remote work is posing a problem for managers, especially those in human resources, at a time when many organisations are introducing telework policies. According to a recent study from the Society for Human Resource Management, nearly three-fourths (71%) of employers are finding it difficult to adjust to teleworking as a means of doing business (SHRM). We very well know It is a hard scenario!
When checking up, people feel criticised and must defend their time spent and accomplishments against pre-determined objectives.
You might wind up hearing something like,
“How’s that project going?”
“Have you accomplished that work yet?”
“How many tasks are you working on?”
“When will it be finished?”
These smack of micromanagement and are control-oriented.
If we are constantly on our employees’ backs when they are working remotely, we may achieve compliance because they will feel it is important to get things done merely to keep their job in the current context.
However, when we check in with our teammates, it transforms the psychological relationship with that individual and allows them to begin thinking on a different dimension and from a different perspective.
Check-in statements sound like this: “Do you need some support right now?”
“What can we do to make things easier for you?”
“Could someone assist you with that?”
“How’s it going?”
“Are you okay?”
Now, have you noticed a difference?
‘Checking in’ allows people to plan ahead of time and be more innovative.
Checking in = Collaboration
Checking up = Being watched
By checking in with them, individuals feel they have the power to ask for help in an uncommon situation and can see you are on their side rather than feeling rushed to get things done during this unusual moment.
Bottom line
We will offer our own words of encouragement to managers who are experiencing remote work for the first time: you’ve got this. You can check out the bespoke training at a reputed institute, LBTC.
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