May 12, 2015

Information provided in the Webinar (and all associated materials) entitled “Effectively Managing a Remote Workforce” has been researched and reviewed by the HR experts at OperationsInc. The information in this presentation is in part gathered via information available in the public domain, as well as in part the original, copyrighted work of OperationsInc and is protected under U.S. copyright laws. As such, you may not reprint or publish in any format any portion of this presentation without the express permission of OperationsInc. OperationsInc provides the information in this presentation. The information provided herein should not be used as a substitute for consultation with professional human resources, legal, or other competent advisers. Before making any decision or taking any action, you should consult a professional adviser who has been provided with all pertinent facts relevant to your particular situation.

Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

OperationsInc (www.OperationsInc.com) }  Human Resources Outsourcing and Consulting firm,

established in 2001 (14+ years)

}  Team of 50+ HR professionals who operate as an HR department for hire, one hour at a time

}  Recognized HR subject matter experts

}  Support over 1,200 clients + over 8,000 subscribers to our bi-weekly HR newsletter – The OperationsInc Navigator

}  Lack of available talent within a commutable distance

}  Life changes to our current teams

}  Competitive forces

}  Weather Events and their effect

}  Our employees and their desire for work-life balance

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}  Major Employer #1 }  Stated that their remote employees were not as

productive per tracking they did on remote access time / data transfers.

}  RESULT – No more remote workers!! }  Bigger issue – management never set proper

guidelines and expectations / never were trained to lead a remote team.

}  Major Employer #2 }  Allowed employees in certain roles (non-store

oriented) to work remotely…at their leisure. }  RESULT – No more remote workers!!

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}  Nature of work is / can be performed without interaction with other employees / clients on a face-to-face basis

}  Lack of presence in the office can be overcome through technology

}  Employee in question has demonstrated the ability / maturity to work independently (no documented performance issues)

}  Employee possesses a home office setup + a distraction free environment at home conducive to remote work

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}  Eliminate need for commuting }  Can reduce stress }  Reduces costs associated with performing the job

}  Access to talent }  Remote employees can be anywhere }  Opens up pool of available resources

}  Less need for office space

}  Reduces amount of space / desks / overhead needed

}  Greater Work / Life Balance for your employees

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}  Remote work is done as a way to avoid third party childcare }  Employee forgoes daycare / nanny, caring for child while also

working

}  Technology }  Internet connection is unreliable / slow }  Lack of proper office equipment to replicate what is present in

the office }  Home phone vs. office phone }  Who pays / at what level?

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}  Home office setup not in an office setting }  Distractions }  Ergonomics of setup makes computer work

uncomfortable

}  Monitoring of remote worker more difficult

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}  Home work = potential liability if employee becomes injured

}  Ergonomics a key issue

}  Wire Management / Layout

}  Talk to your Insurance Broker / Worker’s Compensation carrier about your remote team and how / if they are covered for injury, etc.

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}  Laptop }  Alternatively VPN / GoToMyPc type setup to gain control of

office PC from home }  Still relies on home PC (not office specified) for speed, anti-

virus, etc.

}  VoIP phone OR Cellular Phone

}  Printer / Scanner

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}  Instant Messenger (Lync or other secure systems) }  Allows for more instant communication, monitoring }  Shows when someone is active on their system or not

}  Webcam

}  High Speed Internet }  Basic access may hinder productivity

}  Skype

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}  Remote work can only be done when management agrees }  Not something someone can simply opt to do on their own

}  Home office must be distraction free / isolated }  Consider asking for a video / site visit / details description

of working conditions }  Alternatively establish terms / conditions and ask the

employee to sign off / attest

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}  Initial tracking / measuring of results / metrics productivity }  Allows you to see if remote work is equal in output

}  On-site needs (e.g. client meetings) will require on-site presence on those days without fail }  Unless role has been agreed upon as 100% / mostly

remote

}  FLSA issues / concerns

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}  Remote workers are not as connected with your employees and your culture

}  Some resentment will exist between those who are not allowed / limited in remote working options and those who are not

}  Communication between in-office and remote employees tends to be more challenging / possibly strained

}  Perception of those working remotely can be negative if contributions are seen as less evident / productivity lower

}  Remote workers lose the benefit of learning that comes from being around other co-workers

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}  Orientation / On-Boarding should be done in-office and

perhaps include 1-4 weeks in-office before reverting to remote arrangement }  Helps foster connection with team }  Helps reinforce culture, standards

}  Be sure to remember remote employees when doing impromptu announcements, meetings, etc.

}  Review Job Descriptions up front }  What can / cannot easily be done, measured, managed

remotely?

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Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

Traps to Avoid }  Over-managing the remote employee

}  Away from their desk raising disproportionate concern

}  Uneven playing fields }  Standards are different; higher

}  Conference Calls }  Tougher to hear, connect, relate }  Consider having remote workers present with some

regularity

}  Managing through performance issues should be done face-to-face whenever possible vs. via phone or email

}  Where do your remote workers fit into future plans for advancement / promotion / leadership?

}  Include remote workers in group meetings via webcam where possible vs. just via phone

}  Have a dress code for remote staff to avoid working in PJs

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}  Rules for remote workers must be explained and reviewed with

Managers too

}  How to track performance and productivity for remote workers must be trained

}  How to engage the remote people / include them in meetings

}  How to track time online, availability, output

}  How to use IM, Webcams as tools of communication

}  Identifying telltale signs of issues for those working remotely

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}  Snow / Ice / Post-Storm

}  As a way to have someone be productive when they cannot / do not want to commute to the office.

}  Focus on same issues / concerns about productivity, distractions, etc.

}  Is it better to have someone work remotely in less than ideal conditions OR have them not work / take a vacation/personal day?

}  MAIN CONCERN – Can’t come to work due to schools being closed }  Can their role as child care provider be balanced with their job

responsibilities that day?

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}  Connectivity }  Access via cellular stayed up longer than power / internet

}  Use of “HotSpot” technology sharing via cell / data plan }  Generators often do NOT cover internet connectivity

}  I can get to Starbucks but can’t / won’t get make it into work }  Data security from public access points }  Access from public points are overloaded / slow }  Distractions

BOTTOM LINE – Accept that access remotely is not guaranteed to be available; slower and riskier when accessed

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}  Not all positions are ideal for remote employee arrangements

}  Define the rules / expectations up front

}  Ensure that remote employees are properly outfitted and equipped

}  Train your managers on how to properly lead / manage / communicate with / assess their remote employee

}  Consider arrangements that get remote workers in the office monthly if not weekly / engage them regardless as part of your team

}  Remote workers need to be managed differently than those in the office, overcoming the out-of-sight issues

}  Consider a separate policy / set of policies for remote workers

Effectively Managing a Remote Workforce -- Confidential, Reproducing this packet is not allowed without express written consent of OperationsInc, LLC

Information provided in the Webinar (and all associated materials) entitled “Effectively Managing a Remote Workforce” has been researched and reviewed by the HR experts at OperationsInc. The information in this presentation is in part gathered via information available in the public domain, as well as in part the original, copyrighted work of OperationsInc and is protected under U.S. copyright laws. As such, you may not reprint or publish in any format any portion of this presentation without the express permission of OperationsInc. OperationsInc provides the information in this presentation. The information provided herein should not be used as a substitute for consultation with professional human resources, legal, or other competent advisers. Before making any decision or taking any action, you should consult a professional adviser who has been provided with all pertinent facts relevant to your particular situation.

Thank you

David Lewis President / CEO OperationsInc

(800) 307-5513 dlewis@OperationsInc.com

www.OperationsInc.com