Recent surveys suggest that up to 60% of UK workers now prefer some form of hybrid working. At the same time, some major companies like Google, Microsoft and Unilever have introduced formal hybrid models, with a few set days in the office and others remote. Hybrid working is now seen as a long-term way of working for many organisations.

How does hybrid working boost productivity?

One of the biggest arguments in favour of hybrid working is that many people feel more productive when working from home. Without long commutes, distractions or constant meetings, employees often find they can focus for longer periods of time. Several studies suggest that productivity has increased in hybrid settings, with some companies reporting improvements of over 20% compared with pre-pandemic levels.

Employees are also able to design their workday around their own rhythms. For example, some people do deep thinking tasks in the morning at home and save collaborative work for office days. For employers, this often results in better output with less presenteeism — people sitting at desks without producing work. Productivity gains come from better concentration, fewer disruptions and more flexible routines.

Why is office time still important for teams?

Despite the boost in productivity at home, being in the office still matters. Offices allow for spontaneous conversations, shared ideas and quicker feedback. When people sit together, they pick up cues, skills and culture simply by being around one another. This form of informal learning is hard to replicate on video calls and means the demand for office space in cities like London is still strong, especially central areas like office spaces in Soho and Kings Cross.

Companies like Apple and Amazon have emphasised the need for regular in-person collaboration. They argue that teams feel more connected when they can walk over to each other’s desks or meet in meeting rooms. Being together helps build trust, support and a sense of belonging, which can influence creativity and long-term loyalty. Many employees also say that social interaction in the office improves wellbeing and reduces feelings of isolation.

How are homes being renovated for hybrid work?

As hybrid working becomes more common, many people are redesigning their homes to suit their work needs. Spare rooms, dining tables and corners of living rooms have been transformed into workspaces. Some homeowners invest in ergonomic desks, improved lighting and better broadband to create a professional environment at home.

According to recent surveys, around 40% of home workers have made or plan to make changes to their living space to support their work and many use short term finance to facilitate this. Kitchens have been adapted to double as work areas, and lofts or conservatories are sometimes converted into offices. 

People buy sound-proofing, better chairs and technology to make working from home sustainable long term. These investments reflect a broader shift in how we think about the home — not just as a place to live, but also somewhere to work comfortably and productively.

What balance works best in hybrid working?

Finding the right balance between head-down time at home and collaborative time in the office is key. Many companies now ask employees to come in for two or three days a week, often clustered around team meetings or workshops. This gives people the best of both worlds: focused work time when they are most productive at home, and connection time when face-to-face is most valuable.

Flexibility is important, but planning is also needed. Teams that communicate well about schedules and priorities find that hybrid working strengthens both performance and culture. Employers that support good technology, clear expectations and respectful use of office time tend to see better results. With the right mix, hybrid working can be a sustainable and satisfying way of working for many people.

In summary, hybrid working is rising because it boosts productivity and gives employees freedom, while still recognising the value of office time for teamwork and learning. Homes are changing to accommodate the new work style, and the companies that find the right balance are likely to benefit from happier, more effective teams.

The post What is the Rise of Hybrid Working and Why is it Happening? appeared first on The European Business Review.

The post Managing Remote and Hybrid Workforces With HRIS Tools appeared first on The European Business Review.

By William Thackray

Hybrid working boosts morale and efficiency, but it also introduces hidden risks for professional services. Data drift, fragmented communication, and shadow IT threaten security, compliance, and accuracy. To manage these challenges, firms must strengthen governance, simplify tools, enforce centralised data practices, and embed safe digital behaviours across the hybrid workforce.

Approximately three-quarters of UK businesses now use a hybrid working model. It’s a move that was instigated by the pandemic, but continued because it seemed to carry so many advantages. It’s cheaper for businesses and popular with staff, boosting productivity as well as employee retention and attraction. But it also carries risks, many of which are only just becoming clear, including the looming problems of shadow IT and data drift.

The lesser-known business risks of hybrid working

There are a whole range of arguments supporting hybrid working, but the problems it brings are rarely discussed. When employees split their time between the office and home, working practices become harder to manage. Staff use a wider variety of devices, networks, tools, and workflows, which means that the carefully formulated security protocols that work beautifully within the office environment begin to falter.  And for professional services businesses, where sensitive client data forms the backbone of daily operations, the problem is magnified even further.

With hybrid work, every transfer of a document, every shared message, and every downloaded file becomes a potential point of leakage. A small misstep – a report saved locally instead of to the cloud, or a spreadsheet shared through a personal app – can introduce risks that leadership teams may not detect until a serious breach, complaint, or audit failure occurs.

Hybrid work isn’t creating poor behaviour; it is amplifying pre-existing habits that were once easier to contain within a controlled environment.

The Problem of information drift

One of the biggest and least acknowledged issues associated with hybrid work is information drift. This happens when data gradually spreads across multiple applications, storage locations, and devices—becoming fragmented, inconsistent, or hard to govern.

Information drift typically emerges in three key ways:

Inconsistent storage habits

When you’re working remotely, it’s easy to save documents in local folders. Even with cloud platforms like SharePoint and Google Drive, if you’re working offline, your own hard drive is more convenient. And that’s how documents and updates get lost or duplicated, causing future confusion.

Multiple communication channels

With accountability being such an important feature of contemporary business, communication also needs to be tracked. And for hybrid teams, conversations tend to be scattered across platforms, leading to lost instructions and poor project audit trails.

Tool sprawl and shadow IT

When workers lack the right tools – or don’t know how to use the approved ones – they start adopting their own. This might be a personal cloud drive, a free file-sharing service, a design app, or a note-taking tool that bypasses corporate controls. Individually, these choices seem harmless. Collectively, they create an unmanageable web of unofficial data locations that no central policy can oversee.

Shadow IT isn’t deliberate or malicious; it’s convenient. People use the tools that work for them. Unfortunately, that tends to create blind spots in data governance, security monitoring, and compliance.

What IT leaders can do to prevent data drift

Technology leaders now face the challenge of enabling hybrid work without letting it erode security or operational consistency. Key steps include:

Provide a single source of truth

IT teams must make it both mandatory and frictionless for staff to store and retrieve documents from approved systems. This involves designing intuitive folder structures, strong search functions, and integrated workflows that reduce the need for offline storage.

Implement modern data loss prevention tools

DLP solutions can detect when users save files to unapproved locations, download sensitive documents, or use untrusted apps. Automated reminders or blocks can stop risky behaviour early.

Reduce friction, not flexibility

Shadow IT thrives when official tools are confusing or inefficient. IT leaders should streamline the tech stack, eliminate redundancy, and ensure employees have user-friendly alternatives that genuinely meet their needs.

Provide clear, human-friendly policies

Many hybrid-work data issues stem from unclear or overly technical policies. When you develop guidance based on realistic scenarios and practical instructions, many of the common problems disappear.

Safe working practices to build into any hybrid model

Because hybrid work is here to stay, businesses must integrate safe data practices into everyday operations. Key behaviours include:

• Use company-managed devices and secure VPNs rather than personal equipment.
• Encrypt laptops, phones, and portable storage.
• Mandate multi-factor authentication across all systems and applications.
• Keep all approved apps updated automatically.
• Centralise communication tools so files and conversations stay within one ecosystem.
• Conduct regular audits of data storage patterns and shadow IT usage.

Encourage staff to report mistakes early, without fear of blame.

Hybrid working isn’t going anywhere, but it does need to change. To remove the risks currently overshadowing many professional services businesses, governance must be a priority. Allowing employees the freedom to work where they work best will always be a positive move. But you must have the operational practices and processes in place to ensure that your business is not compromised in the process.

About the Author

William Thackray, Operations Director of AGT Computer Services, is always looking for the next big thing in technology and business. He’s the go-to guy for anything new and exciting in the world of IT.

The post The Hidden Cost of Hybrid: Data Drift and Shadow IT in Professional Services appeared first on The European Business Review.

Employer of Record (EOR) solutions like Rivermate make international hiring easier, more human, risk-free, and compliant.

It has become a necessity for businesses of all shapes and sizes; however, it can be a complicated process to hire internationally.

How can a company hire employees with confidence and legally? Let’s discuss it.

1. The Global Shift Toward Remote Work

Since the pandemic, people have, generally speaking, changed the way they operate.

Things have changed, and a startup in Amsterdam can now build a design team in Argentina if they’d like.

It has become the norm for a company in Europe to employ an engineer from, for example, India.

This way of working offers a workforce available at all hours, reduced costs, and skills from many countries.

It can, however, be challenging for an HR team to handle employment contracts across multiple jurisdictions and be compliant.

2. The Legal Complexities of Hiring Internationally

International hiring is more than the normal HR exercise; it’s a complex legal process.

The employment framework differs from country to country, and the following have to be adhered to:

• It’s illegal in many countries to treat a full-time worker as a “contractor,” so even if it is more convenient, it can result in audits and fines.
• It’s equally important for a business to be legally registered before hiring abroad.
• Each country has different laws regarding termination, paid leave, minimum wage, and notice periods, which have to be adhered to.
• Unemployment funds, health insurance, and pension contributions have to follow the law as stipulated by the employee’s country.

This is why global hiring compliance is important, and a proactive understanding of remote workforce regulations is essential when working towards global employment.

3. Key Legal Considerations Before Hiring Remote Workers

Make sure that you have covered all your bases before signing any offer when hiring internationally.

It won’t fly to only use your home country’s standard legalities in an employment contract; it has to reflect the laws of the employee’s country.

There could be large differences that have to be considered, for example, working hours, probation periods, and termination clauses.

There are penalties for failing to register for tax, and be fully aware that each country’s tax and reporting structure must be adhered to.

It is also of the utmost importance that a company has its payroll management and global HR compliance in place.

Benefits vary widely for pension obligations, healthcare, and parental leave.

For the sake of fairness towards employees, it’s important to be legally compliant with the legal requirements of each country.

Privacy laws and GDPR play a role when managing personal data in different countries.

For cross-border hiring, all ethical and lawful steps have to be adhered to, even though it can be overwhelming for any organization if they don’t have a trusted partner.

4. How to Legally Hire Remote Employees in Different Countries?

There are 2 different ways to employ international workers:

A: Setting Up a Legal Entity

The expensive route is to create a local subsidiary or branch.

In this case, you’ll require ongoing compliance management lawyers and accountants from the start.

This is usually a costly process, especially when it’s a growth-stage company or a startup that’s involved.

B: Partnering with an Employer of Record (EOR)

Partnering with a specialist that can legally employ workers internationally on your behalf, in other words, an Employer of Record (EOR)

They manage local contracts, payroll taxes, benefits, and compliance so you can focus on your business instead of bureaucracy.

EOR partnerships enable international remote hiring without the hassle of setting up an entity.

Providers like Rivermate go beyond automation, offering global payroll solutions backed by real experts who understand each country’s labor laws and can guide you every step of the way.

5. Examples of Hiring Legally with EOR Solutions in Key Markets

Germany

Some of the strictest laws in Europe are the labor laws from Germany.

Their citizens’ rights are protected when it comes to social contributions and paid leave, as well as directly participating in deciding the conditions of their labor.

And noncompliance can be costly!

Partnering with employer of record services, Germany ensures every employment detail, benefit, taxation, and reporting meets German standards, allowing businesses to operate confidently.

United Kingdom

In the UK, onboarding involves PAYE registration, National Insurance, and mandatory pension schemes.

There are HMRC penalties for mismanagement in place.

To ensure smooth onboarding and compliance with UK employment laws and requirements, it’s advisable to use an EOR service UK.

Egypt

Tech and operations talent are emerging from Egypt, but it can be a complex process to navigate their local labor laws.

To stay compliant, an Egyptian employer of record is helpful regarding social insurance, statutory benefits, and national employment contracts.

6. Benefits of Using an Employer of Record (EOR)

Partnering with an EOR unlocks several strategic advantages.

• It speeds up the process, and hiring could be done within days.
• It helps ensure that benefits align with local laws and that employment contracts and tax deductions are in place.
• Payroll, HR, and other benefits are all on one system, simplifying processes.
• Administrative headaches, fines, and legal disputes are avoided, keeping you protected.
• As the business grows, expanding into new markets can be handled quickly and easily by EOR by your side.

In short, EORs turn global growth into a predictable, compliant process.

It’s no surprise they’re becoming essential to global employment solutions worldwide.

7. Best Practices for Managing a Global Remote Team

It’s important to schedule check-ins across time zones through channels like WhatsApp and Slack to ensure collaborative communication.

Transparency is important for everyone regarding HR data, a centralized payroll, and staff benefits.

Because employment laws change over time, it is important to review them regularly with local experts or your EOR partner.

Rivermate’s approach embodies these principles, and their team doesn’t just “run payroll”; they become part of your HR ecosystem.

Rivermate adds a human touch to hiring globally, which also includes compliance and dedicated onboarding of employees.

Plus, they have the best response time of under 15 minutes!

8. Conclusion: Building a Compliant, Global-First Workforce

Today, any company can access worldwide talent legally with the right guidance.

By combining technology with genuine human partnership, EOR solutions like Rivermate can make it happen.

With EOR solutions, you no longer have to navigate different legal systems on your own.

With them as your partner, you can conquer the world!

The post How to Hire Remote Employees in Different Countries Legally appeared first on The European Business Review.

By Dr Melissa Dunlop and Professor Adrian Furnham

The remote-working era brought us many challenges in communicating effectively with our fellow humans via a computer screen, but there are surely few contexts where the extreme subtleties of human interaction matter more than that of conversation between therapist and client. Can the relationship really work virtually?

There were many consequences of the COVID-19 pandemic, but one of the most lasting is the working-from-home phenomenon. We had to do everything online: hiring and firing, teaching and decision making, even partying. Further, some of the most sensitive and personal conversations, like that between therapist and client, coach and coachee, now had to be “virtual”.

Digitally mediated living changes the orienting anchors around which everyday realities are built. Public and private lives are less defined and contained by limitations of the time and space when activities are with people who don’t inhabit our physical location.

In this article, we share some of the things experts think about in supporting the development of safe, trusting relationships where each party is able to take “relational risks”. We look at some of the key differences between online and in-person “relating”, and share some of our experiences of what helps when it comes to really getting to know people online. This explains why many professionals still prefer to develop key relationships in person. We also suggest some considerations and adaptations for communicating more openly and effectively online.

Therapeutic views on space: shared physical environment versus digital window

For the first 100 years of its practice, psychoanalysis and its descendant and related fields of counselling, psychotherapy, and coaching have taken place in real rooms which are managed and cared for by the practitioner to ensure privacy, comfort, and an unchanging backdrop for the work. Since Freud first developed the analytic method, there has been a strong consensus that the predictable and unchanging nature of the meeting time, and the room itself, have a beneficial effect upon the patient or client. Anyone visiting Freud’s rooms in London or Vienna cannot easily forget their uniqueness.

Counselling, coaching, and psychotherapy practitioners usually pay a lot of attention to the space in which they work, ensuring that it is private and calm, with enough detail of interest to engage the imagination, without overwhelming the senses with too much that is specific to the personality of the practitioner. Clients can rely upon the physical environment to be safe and unchanging and so they can relax, their attention freed to focus inward.

Yet meeting in the same location on a weekly basis is impossible for many, like those who are living as “digital nomads”. Meeting online allows access for people whose ability to travel is limited by health conditions, disabilities, a rural location, or one where the professional that they need isn’t available. Others have interesting reasons for choosing to work with someone they can never meet in real life, such as having a high profile in their own social sphere. For people who are especially concerned about privacy, knowing that the person they are working with is completely unrelated to their network can give much-needed reassurance. The potential to have a professional relationship that goes in-depth, yet remains essentially anonymous, can thus be enabled by an online framing.

But by replacing physical presence within the same room with a relationship that is mediated through a screen, online relating profoundly shifts a core foundation of therapeutic theory and practice: the assumption of embodied presence in the same space as an orienting anchor, the place that can be relied upon to stay the same while the people within it make changes. There was therefore a lot of questioning and doubt amongst practitioners about whether a therapy / counselling relationship could really be developed online.

In online meeting spaces, the four walls that contain the people meeting together in a shared environment are replaced by a screen, in fact two screens. While these give a feeling of a relation of closeness, each participant knows that there is distance between them. This dislocation between what is known cognitively and what is felt emotionally is a central feature of online social experience.

The online meeting room is both a digital space itself, and an analogous representation of the attachments and detachments of digital life. It has contributed to enabling the disparate geographies of many people’s lives and loves, for good or ill. In online meetings, we encounter one another within the contemporary relational structure of neither / both, where we each experience both places simultaneously, while at the same time existing together in neither. We are together-apart.

There is no pretending that this condition can provide the same sense of containment as can be found when one person comes into a space where they are hosted by the other, and where they can reasonably expect that the host has ensured that it is private, comfortable, and relatively predictable (there will be chairs, some water, etc.). But we have found that a different sense of containment is possible.

Subtle cues and visual communication

What does the online setting do to that human need for the consistency of physical relational contact which is so reassuring and helps us feel centred and oriented within reality? And can in-depth, emotionally sensitive relating really happen in this context?

Working online changes the “holding container” of therapeutic work from a room managed entirely by one person into something that has to be mutually created and maintained. Each party is responsible for ensuring they can be somewhere private and comfortable, with a stable internet connection and where they feel able to speak without inhibition. How each party meets this challenge will directly affect the quality of the relationship, with some of the immediate circumstances of each person’s life being in evidence, alongside their creative response to any adversity that may be present.

Working online changes the “holding container” of therapeutic work from a room managed entirely by one person into something that has to be mutually created and maintained.

For some people, meeting this initial challenge is a simple matter, as they already have a private study with a computer set up for work. A common difficulty for these people is switching psychologically out of other work modes and into the frame of mind that psychotherapy and coaching encourages: expansive, non-linear, creative, emotionally open, and relationally engaged. To achieve this, some, but certainly not all, will switch off notifications and other distractions coming through on their screens, while many find they need to change the physical device they are working on, a symbolic physical act which signals an internal shift of mode and status. This is an example of an apparently simple, everyday challenge that actually shows a lot about our interlocutor, their capacity for presence of mind, and their willingness to be present with us.

Those without a predefined private space in their home or workplace may find clever ways to adapt. During the pandemic, people often used their cars, as there was nowhere inside where they were able to be alone. People frequently come to online meetings on, or even in, their beds, as the bedroom can be the only private space in their home.

Some online practitioners are very firm about the importance of being formally dressed and presented for therapy and coaching, to be clear that it is a professional arrangement. Yet the choice of a more intimate setting and personal presentation can be interesting in the context of building more emotional authenticity. People’s choices about how to allow themselves to be seen, while usually pragmatic on a conscious level, act as a reminder that deeper relationships also engage with layers of identity and experience that are more private, ephemeral, and fluid than a polished presentation would convey. While, in the early stages of forming a relationship, the lack of good presentation might feel disrespectful or unserious, it is usually a sign of growing trust and confidence that the relationship is well established when someone gradually begins to present more informally with us.

Noticing how the other person is managing their part of the “container” can be part of the work of supporting the growth of a healthy relationship. This includes how they allow its solidity to slip, perhaps by not finding a sufficiently private space or by going somewhere with poor Wi-Fi. This often can’t be helped but, since it makes communication challenging, it also raises questions about whether they might be annoyed or ambivalent about the relationship.

The use of filters that conceal their real backgrounds is also interesting, along with other points of detail around people’s use of the screen as a framing device. We are visually motivated creatures and immersed in visual culture. While most of us have no formal training in visual communication, in online work it is helpful to be attentive to how people make use of visual language to portray themselves. Some appear to think carefully about this, while others seem to give it little thought; we find it interesting how the unconscious finds expression in these choices.

Working thus online introduces aspects of a person’s character that wouldn’t appear when working in-person. The aesthetics of their background give a flavour of their personality, while clothing, shoes, and general physical presentation carry less significance than they would in person.

In psychotherapy and coaching, we are mindful not to overwhelm those who could potentially be experiencing emotional difficulties. When considering having a potentially sensitive conversation online, it is important to think about the mental state. This could be worth clarifying directly, if it isn’t clearly evidenced both in their demeanour and in the way they manage the “online frame”. If these initial prerequisites aren’t sufficiently well met, it is certainly worth considering postponing the meeting to a time when the other person is in a better frame of mind and is more able to make space for an open dialogue with you.

Physical or virtual presence

The other major challenge posed by online working to established theories and practices is the absence of physical co-presence. Being physically present allows for subtle bodily attunement between people, much of it happening outside our conscious awareness. The most obvious of these is what happens around and through eye contact, which may be unobtrusively experienced, with qualities of comfort and connection, or perhaps painfully awkward to engage with or maintain.

In face-to-face interaction, a person feels when the other person’s pupils constrict or dilate, even if they don’t realise it has happened. The sensation of another person having an emotional response is conveyed through this and other biological responses, such as changes of temperature, the precise nature of which typically fall outside conscious awareness but are picked up somatically. We tend to feel it quite clearly when another person becomes sad or angry, and know that something has changed for them.

Psychotherapeutic practitioners working in person are used to relying on this “felt-sense” of the other person’s emotional landscape. Many find their sensitivity to be impaired when working online, to a degree that makes them uncomfortable working at emotional depth. They simply do not feel confident that they are working within their client’s window of tolerance and fear causing undue suffering or re-traumatisation as a result.

Eye contact isn’t possible online, even though we can make close approximations of it. It is also harder to spot when someone is feeling something upsetting. This can be concerning for practitioners who are keen not to overwhelm clients who are sensitised by conflict or trauma. However, clients themselves often report liking the sense of safety they gain from being more able to hide their bodies and bodily responses from their psychotherapist. Many report feeling less anxious, and enjoy the sense of control they experience by retaining some physical distance and being in control of their own personal space.

Sexual tension and the mystery of what can’t be known

Online relating seems to carry less potential to be erotically charged. This is perhaps paradoxical, since the online environment is generally disinhibiting, but no measure of “chemistry” can really be made. The physical sensation of anxiety is much reduced in the absence of embodied presence. However, more of what is usually inhibited can be spoken about, which suits talking therapies very well. There is no fear, for example, that talking about sexual matters could lead to confusion or misunderstanding.

The online environment enables more frankness, particularly where people might be hesitant to bring potentially shameful or taboo content in person. Thus the relationship carries no tension and may not feel very real.

In online work, the potential for crossing a physical boundary is removed, so there is not the same need to contain ourselves in the relationship. Therefore more extreme expression can often be risked without fear of consequence. While that is a problematic issue generally for contemporary culture (vis à vis the prevalence of extreme violent and sexual expression online), in a therapeutic context that disinhibition enables people to get to the heart of what they need to discuss much more quickly.

The “unreal” quality of the online relationship can be experienced as a barrier to true connection, or it can be worked with and used in positive ways, to overcome relational inhibitions. There are risks, however, where these shifts move too fast in psychotherapy, and people can feel destabilised emotionally as a result, so pacing needs careful handling, and it remains part of the skill of the practitioner to ensure that people don’t expose themselves beyond what they can comfortably bear.

In online relating, there is still a great deal of common feeling, be it love and desire for more contact, or fear of loss or abandonment. Online clients are important presences in the lives of therapists and coaches and, even though they may never physically meet, they do develop a sense of meaningful mutual connection.

While certain non-verbal aspects of mutual communication are missing, others can be present. We cannot tell if someone is tapping their foot nervously as they smile but, since part of them is obscured, there is an opening for asking about what is happening offscreen. In other words, we can explore verbally that which is hidden visually, in ways that would perhaps seem rude or inappropriate in person. This can lead the way to exploring other, more psychological parts of the client that they may also tend to keep hidden.

Some advice for relating with sensitivity online

Consider online working to be more, not less, of an embodied practice and pay attention to your presentation on the screen. Make sure you are comfortably seated and have recently had a chance to move around and attend to your own comfort needs. Use a wider-angled camera to show more of yourself physically than just your head and shoulders, and think about your background and how you are communicating visually through the lens. Don’t feel obliged to stare at the camera or screen; no eye contact is being made anyway.

Consider doodling and taking notes, in order to engage your body haptically during meetings and assist your listening. Find your inner focus by attending to your own breath and posture, and notice how the presence of the other person affects your inner feelings and sensation. This is good information about how they are likely to be feeling, too. You may wish to share some of your inner experience, including physical sensations and other impressions that come to you, such as visual images or references to films or other shared cultural objects, to see if these associations are helpful in bridging the physical gap.

Consistency remains necessary, in order to ensure that the person can experience the online relationship as something safe and dependable. The rhythmicity of a regular weekly meeting can help to build this, even when locations and their associated time zones are changing. Try to keep your own location and background the same and think about what your background might represent symbolically for people who are seeing it on a regular basis and how they may associate it with you. Be mindful if travelling yourself that a change of setting can be disturbing to people who are not expecting you to appear in a different environment. You may wish to forewarn them of your plans.

The medium affects the message

Therapeutic change is akin to the Observer Effect in physics, in which the attempts to measure a phenomenon change the phenomenon itself. The quality of our attending to the client is what matters. Working online is likely to work well for those who are happy and comfortable in that environment and less so for people who dislike it for any reason. Colleagues who remain committed to working only in person have valid reasons for upholding the primacy of the embodied, material reality as a core component of therapeutic relating, and human health and well-being more generally.

Those of us in the coaching, counselling, and therapy environments need to be particularly attentive to how the medium influences the message.

About the Authors

Dr Melissa Dunlop is a psychotherapist, supervisor, coach and researcher, mainly online.

Professor Adrian Furnham teaches and coaches people online.

The post Virtual Working: When It Comes to Sensitive Conversations, the Medium Affects the Message appeared first on The European Business Review.

In case you choose the right remote team building activities, they can build a high-performing team that works cohesively, retains engagement, and performs at high levels of collaboration-wherever your people are.

These are more than the usual awkward Zoom icebreakers. The following approaches have been proven to foster collaboration and trust, plus stonewall the tectonic forces driving results within remote teams.

Why Team Building Still Matters Remotely? 

Psychological differences arise depending on the factors on physical presence during team formation. Remote, in the absence of water cooler talks-the typical informal, casual hallway chats, or lunch appointments- employees feel seriously alone, disengaged, or in some cases-out of sync with company culture. 

When a crisis occurs, team-building activities become the glue binding people together. These activities begin to: 

• Improve communications 
• Heighten empathy and understanding 
• Better collaborations 
• Enhance morale and loyalty
• Decrease turnover 

Of course, if implemented well, team building for remote workers becomes an investment in enhancing productivity and retention-the two big concerns in managing a remote workforce.

Principles for Effective Remote Engagement

Before we go into figuring out activities, ask yourself a couple of questions:

• Consistency: Unpredictable events won’t foster bonding continuously. Always schedule your team-building activities consistently. It should be done once a week, once every two weeks, or once a month. 
• Participation, Not Perfection: Don’t lose sleep over flawless execution. Let everyone participate; inclusiveness matters way more than production value.
• Cultural Sensitivity: Make sure whatever you pick is accessible and respectful to folks surrounded by several time zones and cultures.
• Balance: Some of the events will be for professional development and training, while others are for fun. Not all of them have to be fun, and not all of them have to be serious.
• Voluntary Fun: Never mandate fun. Free participation should be an option, and agreeably fun for everybody involved.

Best Remote Team Building Activities (That People Actually Like)

Team-building activities that people do not dread but actually embrace with enthusiasm.

1. Virtual Escape Rooms 

Virtual escape rooms are quite popular among remote teams. These online puzzle games require communication, collaboration, and fast thinking. They are perfect for: 

• Cross-Departmental Bonding 
• Problem-Solving 
• Time-Limited Challenges 

Many platforms give you an option to choose a theme, be it a heist, a mystery, or a sci-fi adventure. You may go for a fully hosted experience with companies such as The Escape Game and Outback Team Building.

2. Two Truths, A Lie: The Remastered Edition

An old game with all possible variations- that is to say: themes such as “childhood memories,” “weirdest travel experience,” or “most embarrassing moment” might be included. It humanizes your coworkers and leads to a way too much laugh. Excellent for a 10-minute icebreaker in the beginning of a virtual meeting. The hosting could also change weekly to keep things fresh.

3. Online Coffee Roulette

Using a Slack plugin or Google Forms, employees are matched for 15-minute virtual coffee chats. These informal conversations work well in developing relationships that cut across departments and levels of seniority. 

Tip: Make a “no work talk” rule for these sessions, to land some real talk.

4. Remote Trivia Nights

Set up trivia nights with themes from company culture, popular culture, or just general knowledge. Conduct them using Kahoot! Quiz Breaker, or Watercooler Trivia. Divide the entire group into smaller teams to foster collaboration and give prizes to end-game winners. Laughter guaranteed by the bucketload.

5. Show and Tell

Have employees share something from their personal lives, maybe their hobbies, pets, paintings, or even a book they really like. A great way to inject personality into a virtual workplace and foster mutual respect and appreciation. What better way to share a laugh and create bonding? 

6. Remote Office Olympics

Host silly but fun events like:

• Typing speed competition
• Desk chair spin-offs (send videos, please!)
• Paper airplane-distance contests 
• Scavenger hunts for household items! 
• Have a leaderboard and cheer for the “winners” with badges or gift cards. 

7. Virtual Volunteering for the Team

Get together for some good works: 

• Writing to seniors
• Document translations for nonprofits
• Attend online fundraising events
• The alignment of causes and values leads to a shared sense of purpose.

8. Donut Conversations in Slack

Donut, a Slack integration, sets up random pairs of teammates for chilling chats every week or two. This works in the background and encourages inter-team mingling. One can select some topics or keep it open.

Experiment with Hybrid Variants

If your organization is hybrid (meaning some have offices while some work from home), be careful not to exclude remote team members. You can:

• Stream in-person activities via Zoom or Meet
• Have a remote version of the in-office event
• Assign an ambassador from the remote side to advocate for inclusion

Thus, everyone feels involved, no matter their location.

Rotate Leadership to Generate Buy-In

Have the team building sessions be hosted by different employees each time. This promotes ownership, invites new viewpoints, and takes pressure off the managers. That, in turn, builds leadership among junior members and allows more creative ideas to be shared.

Align Activities with Company Values

Choose remote team-building activities that reflect the values of your company. For example:

• A wellness company may have virtual yoga
• A design agency could have a creative jam of sorts
• A sustainability brand would have online eco challenges
• When in alignment, the engagement levels increase, and the outcome feels more meaningful.

Tools That Make Remote Team Building Easier

These tools would make things easier from the logistics side and increase activities’ fun levels: 

• Miro – Collaborative games and whiteboarding
• Kahoot! – Quizzes and trivia
• Donut – Pairings in Slack
• Tandem – Spontaneous conversations
• Zoom + breakout rooms – Structured team games

Use platforms that members of your team already know, or you can schedule a “tech orientation” to make the transition frictionless. 

Avoid These Common Mistakes

When done wrong, remote team building can backfire. Here’s what to avoid:

• Over-scheduling: So many activities that it feels forced and exhausting.
• Ignoring feedback: Always ask participants what they liked or didn’t like.
• Time-zone favoritism: Make sure you rotate the meeting times.
• Low-quality events: Bad internet connection, poor planning, and a host that can’t engage the audience will kill momentum.

Measuring Success: Are Your Activities Working?

Don’t ever assume they are working. Here’s how you can measure these activities:

• Post-event surveys (quick, anonymous)
• Track voluntary participation rates over time
• Get the team leads’ feedback on the perceived changes in mood or cooperation
• Observe concrete changes in retention, morale, and engagement benchmarks

If those numbers go up—or remain higher—they are doing great with that.

Conclusion

Any remote and hybrid set-up already introduces an environment where remote team-building activities are not merely a want but a need. If done with intentionality and maintained, these activities help foster stronger teams, happier employees, and healthier company cultures.

Don’t wait for the disconnect to set in. Make team building an active, ongoing, and fun part of your remote experience. Team engagement, creativity, and productivity would be in your debt.

The post Remote Team Building Activities That Actually Work   appeared first on The European Business Review.

By Pavel Shynkarenko

Full-time employment is no longer defined by the traditional 9-to-5 office schedule. The pandemic, remote work, and shifting employee priorities have blurred the boundaries between full-time roles, contractors, and freelancers. This article explores the evolving meaning of full-time work, its legal framework, and how flexibility and outcomes now shape modern employment.

For decades, the image of a full-time employee was clear. When we heard that term, we pictured a person working in an office from 9 to 5, five days a week, with a steady paycheck, benefits, and job security. Freelancers and contractors, on the other hand, were considered outliers.

The accelerated digital transition fostered by the pandemic changed everything — remote work and flexible schedules became the norm, and even after things normalized again, many companies shifted to hybrid or even fully remote models. This begs the question: What does it mean to be a full-time employee today?

While we used to define full-time employment through traditional metrics — like working a fixed number of hours in an office — those boundaries have blurred. Today, as I’ve often said, employment models are evolving rapidly, and what once defined full-time workers is no longer as clear-cut. With more people working flexibly, the very definition of a “full-time job” becomes ambiguous.

Two parallel universes

The legal world

Legally, full-time employment is associated with legal and financial requirements. In the United States, full-time status is tied to benefits, taxes, and work protections. Employers are required to withhold taxes for Social Security, Medicare, and other programs, and full-time employees receive health insurance, retirement contributions, and paid time off (PTO).

Additionally, laws such as the Family and Medical Leave Act (FMLA) provide job protection for up to 12 weeks of unpaid leave for health or family reasons. There is also the retirement question, as employees may be enrolled in a company-sponsored 401(k) or similar plan.

Full-time is also associated with working in a particular state. And this is where a breakdown occurs, because many people do not work full-time — even though they are still employed — or work out of the office. Sometimes, both apply.

The real world

Having said this, these legal definitions are out of sync with what happens day-to-day.  Consider how many companies operate remotely or hybrid. While employees may technically still be full-time, they may never visit an office and work on their own schedules. They still shape the company’s growth, culture, and objectives but might not receive the same perks as traditional full-time employees.

We also need to account that in many cases, the hours worked by contractors exceed those worked by full-time employees. They may also work on weekends without getting special pay for it the way a full-time employee would.

What traditionally defines full-time employment?

Standard hours

Under the Fair Labor Standards Act (FLSA), the government doesn’t explicitly define what constitutes “full-time” work. Instead, the Act allows employers to set their own thresholds for full-time and part-time work.

For example, under the Affordable Care Act (ACA), full-time is defined as working an average of 30 hours per week. Yet today, many companies embrace flexible hours or even a four-day workweek, focusing less on the number of hours worked and more on the work produced.

Company benefits

In the traditional model, full-time employees received an array of benefits: healthcare, retirement savings, paid sick days, and even perks like gym memberships or snacks. While these still exist, their relevance is shifting.

Remote employees often don’t need a company-provided office setup, and even the most appealing of corporate headquarters such as Google or Meta lose part of their allure compared to the freedom of working from anywhere.

Many millennials and Gen Z workers are prioritizing experiences, pay, and flexibility over long-term job security. They seek work that aligns with their passions, offers fast-paced, project-based tasks, and provides compensation that reflects their expertise, all without the long-term commitments of full-time employment.

Workplace

Whether someone works remotely or in an office, the most important factor is their contribution to the company. Companies are increasingly treating workers based on this.

In the real world, a full-time employee might work remotely or only come into the office once a week. The hybrid model has gained so much popularity that it’s no longer viewed as an anomaly but as a standard option that provides a better work-life balance for many.

The new definition of employees

The most significant shift in the conversation is the emergence of core-team and non-employee distinctions. Many companies no longer divide work into full-time or part-time. Instead, roles are more fluid, based on a person’s function as it relates to the business goals.

Some people, regardless of their legal status, are seen as core-team members, and they are given significant benefits, opportunities for professional development and even perks.

Legally, though, the distinction remains. Full-time work is often associated with wages for time worked, while contractors are usually paid for specific tasks or projects. This is an important difference between employees and contractors.

How does this work in practice?

Translators may work up to 50 hours a week and are involved in various company processes. Yet their work is paid on an hourly basis. They earn more than full-time employees, but they don’t receive benefits. These specialists end up working more than a standard schedule, albeit flexibly.

When it comes to office work, for example, our colleagues in Brazil don’t visit the office at all, while contractors may come in for event preparations and briefings. This creates an ambiguous picture: full-time doesn’t always mean strictly adhering to a schedule or constantly being in the office.

The bottom line: The future of full-time employment

It’s clear that the definition of full-time employment is evolving.

Companies are increasingly abandoning rigid definitions and focusing more on employees’ actual work, contributions, and integration into their long-term vision.

While some people may still prioritize traditional benefits, stability, and a fixed work schedule, others may focus on outcomes, engagement, and flexibility.

Ultimately, the definition of full-time work will continue to shift, and it will be driven by the changing priorities of workers. I anticipate this will result in the lack of a universal definition for “full-time,” which will result in increased innovation and growth.

About the Author

Pavel Shynkarenko is a founder and CEO at Mellow ($1M MRR), an entrepreneur with over 20 years of experience, a freelance economy pioneer, who aims to transform how companies engage with contractors. In 2014, Pavel launched his first HR tech company, Solar Staff, a fintech payroll company for freelancers, which showed $10M+ revenue for 2022 and 2023. Earlier in 2024, responding to the growing demand for specialized solutions for long-term interaction with contractors Solar Staff, as a global company, pivoted to Mellow. Pavel is a recognized professional in IT, but he is also a creator: he enjoys combining AI, Art and Photography, and his images are being displayed in galleries in New York and Chicago, as well as in Europe, Asia and Australia.”

The post In Today’s World, What Does It Mean To Be A Full-Time Employee? appeared first on The European Business Review.

This can be daunting for anyone, especially if it’s your first time and you haven’t had time to prepare.

If you find yourself in this situation, this list of tips will help you get organized and ensure success for yourself and your team:

Whenever possible, communication should be one-on-one and in a video format with images. Phone calls, email, and Slack work for a while.

The team needs to see their leader, and the leader needs to see the team. The good news is that services like Zoom or Google Team Hangouts are perfectly capable of doing this. At first, it’s best to make video calls every day.

The goal is very simple: to set plans and provide feedback and resources that your team needs.

1. Communicate a lot

Most likely, there is no need to explain that you should communicate with your team regularly. One of the most difficult things about working from home, especially when you are not used to it, is the feeling of loneliness and isolation that can take hold in your mind. This is greatly exacerbated by the external necessity of quarantine and voluntary self-isolation.

Here you can play your favorite games and have a good rest – a top sweepstakes casino

2. Take advantage of modern technology

Your job as a manager is to keep your team connected. Electronic communication platforms are an easy way to get all employees involved in the work. Email and chat work well for short distances, but for long-term remote communication, it’s better to use Slack or Microsoft Teams. Incidentally, some of these communication solutions are now available free of charge.

3. Manage expectations

Help your team understand who is responsible for what and set realistic expectations for their work. Expectation management also applies to you as a manager. Prepare yourself and your team for successful completion of work tasks by clearly defining these tasks and the reasons for completing them, and help the entire team understand how you will measure results.

This means that you must clearly define the scope of work, deadlines, and the final result for each task or project your team is working on. Otherwise, after a couple of weeks, you won’t be able to understand what everyone is doing. And this leads to the following…

4. Focus on the result, not the process

It is impossible to control every aspect of a remote team’s work. You shouldn’t try to do this with an office team either, but it is especially pointless when your people are working from different locations. Instead of focusing on what they are doing or the number of hours worked, focus on the results and judge the team’s work based on them.

5. Provide your team with the necessary resources

Make sure your remote team has all the technical capabilities to do their job. If you suddenly have employees working from home, you will most likely need to provide them with laptops, software, mobile communications, and high-speed internet. It is unreasonable to assume that everyone already has all of this, and it is your responsibility as a manager to provide your employees with these resources.

The post 5 Tips for Successfully Managing Remote Teams appeared first on The European Business Review.

Since the pandemic in 2020, remote work has gone from being the prerogative of freelancers to an acceptable way of working. Companies are increasingly practicing hybrid and remote work, and employees have appreciated the advantages of this format in terms of saving time and energy. Experts even talk about the benefits of remote work in terms of reducing carbon emissions.

Either way, the labor market is clearly moving toward remote work. But physical distance in the manager-employee paradigm brings its own challenges. We’ll tell you what tools can help solve the problems that come up.

Managing a remote team has become a crucial skill in today’s professional landscape, requiring effective communication, trust-building, and the smart use of digital tools. Just as organizations adapt to new work models, individuals are also seeking smarter ways to enjoy their downtime—so if you’re looking to unwind, find out where the best no deposit welcome bonus is and make the most of your break.

6 problems in managing a remote team

Despite its advantages, when working remotely, you can’t chat with colleagues at the water cooler, discuss plans and results with your boss, or resolve conflicts quickly. Here are the most tangible problems of remote work:

1. Communication barriers and lack of feedback. When it is unclear what someone is thinking, what a colleague meant when they replied to a report with a curt “OK, accepted” or something similar.
2. Mistrust between colleagues and detachment from the team. When messages in chat with a period and no emoji at the end are perceived as rude, and the colleague on the other side of the monitor immediately seems toxic.
3. Lack of understanding of company plans and lack of transparency. The top management does something, makes decisions, but ordinary employees are not aware of it.
4. Difficulties in interaction between team members. When you send a message and it goes nowhere, no one reads it or responds, and it is generally unclear who is responsible for what.
5. Monitoring the effectiveness of employees and teams. When the boss feels that people are not working from home and are watching TV series, while employees have lost the line between work and personal life and are working 11 hours a day.
6. Compliance with schedules and deadlines. When it is not possible to get employees to meet deadlines, and deadlines are consistently missed.

Of course, all problems can be overcome if processes are set up correctly and each employee understands their role. This can be achieved through endless meetings — but it is more effective to implement software solutions that allow you to track progress, distribute workload, and much more.

To track working time: Estimate planned and actual time

Inside the task card, there is a “Time estimate” field — you can use it to estimate the time it will take to complete a task before you start working on it.

Actual time is how long it actually took to complete the task. It can be measured using the timer that is available for each task. A timer that is running on one task will automatically stop if you start it on another task. The main thing is not to forget to turn off the last timer at the end of the working day!

The post Managing a Remote Team appeared first on The European Business Review.

By Dr. Samer Elhajjar

Digitalization allows us to work remotely and keep up with friends from other parts of the globe. But what about its effect on our emotional stability and happiness? Samer Elhajjar discusses the emotional toll of living in a hyper-connected world and how we can reclaim meaningful connections and emotional healing.

In recent years, the term “brain rot” has gained traction as a way to describe the mental fatigue and cognitive decline associated with the overconsumption of digital content. From endless scrolling on social media to binge-watching low-quality entertainment, the impact on our minds is undeniable. But what about the heart? While we focus on the deterioration of our cognitive faculties, we often overlook the emotional toll of living in an increasingly digital, fast-paced, and disconnected world. Emotional instability, exhaustion, loneliness, stress, and depression are on the rise, and they demand just as much attention as the cognitive consequences of our modern lifestyle.

The Emotional Toll of Over-Digitalization

Despite being more “connected” than ever before, many individuals are feeling emotionally distant and fragmented. Emotional shattering refers to the deepening fragmentation of our emotional health due to excessive digital engagement. The constant exposure to screens and virtual interactions can break down our ability to form meaningful, empathetic connections with others.

Social media, meant to help us stay in touch, often amplifies loneliness, anxiety, and emotional instability. Instead of fostering genuine connection, it creates an environment of comparison and surface-level interaction. Researchers found that higher social media use led to poorer well-being, increasing loneliness and depression.

While we may think we’re connected when we scroll through endless feeds and posts, these interactions are shallow, leaving us feeling emotionally drained rather than fulfilled. Over time, this contributes to emotional shattering, a state where we feel increasingly distant from others and disconnected from our own feelings.

So why is this Emotional Toll More Pronounced Today?

The shift is not just about how often we engage with technology—it’s about how we engage with it and how it’s reshaping our emotional frameworks.

In previous generations, relationships were primarily formed and nurtured through in-person interactions. While there were other distractions and challenges, emotional connections were often grounded in physical proximity, body language, and shared meaningful moments. In contrast, today, technology has become the middleman in nearly every form of interaction. We meet people online, express feelings through texts or social media posts, and seek emotional validation through virtual platforms. But these interactions—despite their frequency—lack the deeper qualities of human connection.

Our emotions are no longer steady or grounded; they have become a rollercoaster, swinging rapidly between highs and lows, with no time to process or catch our breath.

Furthermore, the sheer volume of interactions we have online has made it harder to find the emotional depth we need. With every notification, we are pulled away from the present moment, causing emotional fragmentation. It’s not just the overload of information—it’s the emotional exhaustion that comes from trying to process and respond to so many stimuli without having the emotional bandwidth to do so. We are constantly shifting between conversations, tasks, and obligations, without taking the time to emotionally process each interaction.

What makes the emotional toll of today’s technology so striking is, in particular, the rapid shift it has caused in how we experience emotions. In a world that is always on, we find ourselves constantly bombarded by information, notifications, and interactions. This overstimulation leads to emotional instability—a kind of emotional whiplash that swings us from one extreme to another in a matter of seconds. One moment, we’re elated by a social media post or an exciting news story, and the next, we’re overcome by stress or anxiety from a negative interaction, an upsetting headline, or the overwhelming demands of our digital lives. Our emotions are no longer steady or grounded; they have become a rollercoaster, swinging rapidly between highs and lows, with no time to process or catch our breath.

Over-Digitalization and its Impact on Human Relationships

Over-digitalization of communication has replaced face-to-face interactions with brief, fragmented exchanges. Texting, emailing, and messaging have become our primary modes of communication. Yet, these digital exchanges lack the richness of non-verbal cues—such as body language, facial expressions, and tone of voice—that are crucial for emotional understanding. As a result, conversations often become transactional, shallow, and impersonal.

While the internet and social media allow us to stay in touch with people across the globe, they also breed disconnection. Researchers revealed that social media use is correlated with increased feelings of loneliness, depression, and lower self-esteem. The constant barrage of curated images and updates from others can leave us feeling inadequate and disconnected, as we compare our real lives to others’ seemingly perfect online personas.

This technological disconnection is not limited to social media alone. Digital tools meant to streamline communication—such as instant messaging and video calls—often disrupt the flow of meaningful conversations. When people spend more time on screens than engaging with the people physically around them, it leads to a sense of emotional distance. The emotional intelligence necessary for deep, empathetic relationships is harder to cultivate in an environment dominated by digital noise.

How Over-Digitalization Makes us Emotionless

While technology has made the world more connected than ever, it has also introduced a profound disconnection from our emotions. Social media platforms, designed to facilitate interaction, have instead fostered shallow, performative exchanges. Instead of feeling understood or supported, we’re left craving more—more likes, more attention, more validation from people who are often no more than virtual strangers.

The constant pressure to maintain a curated digital presence—carefully selecting moments to share, projecting an idealized version of ourselves—leads to emotional numbing. We engage less with our authentic feelings and more with the emotionally “safe” versions of ourselves presented online. This endless cycle can lead to what many experts now call “emotional depletion,” where we are left feeling hollow and disconnected despite being constantly “connected” through screens.

The “death of emotions” is particularly evident in the way people experience relationships today. Many digital interactions—whether through social media, messaging apps, or algorithmic dating apps—lack the nuance and depth of face-to-face communication. Emotions are no longer communicated with the richness of voice, body language, or physical presence. Instead, they are reduced to quick texts, emojis, and status updates—superficial markers that fail to capture the complexity of human emotion. These shallow exchanges chip away at our ability to feel deeply, making us emotionally detached and unfulfilled.

The Paradox of AI Chatbots in Personal Relationships

As digital communication becomes more impersonal, a new development has emerged: the use of AI chatbots designed to simulate human companionship. Chatbots like Replika are marketed as a solution for loneliness, offering conversations with an artificial friend who listens and responds empathetically. While these bots can be a temporary distraction, their limitations are stark. They cannot give genuine emotional understanding, empathy, or the complexity that comes with real human relationships.

Many individuals seeking emotional support from AI chatbots may feel heard, but the interaction is ultimately hollow. Research published explored the use of AI chatbots in providing emotional relief, but the findings were clear: while they may help in the short term, they lack the capacity to engage in deep emotional exchanges. AI chatbots are designed to simulate conversation, but they fall short of offering the true emotional connection that humans need.

The emotional void left by AI-driven interactions may eventually lead to deeper feelings of isolation. While these chatbots can be helpful in moments of acute loneliness, they cannot replace the nuanced and reciprocal nature of human relationships. Humans crave real, meaningful connections, and no matter how advanced AI becomes, it will never be able to replicate the warmth and authenticity of a conversation with another person.

The Transformation of Love

The impact of the digital age on love and humanity is profound and multifaceted. Technology has created barriers to genuine connection and emotional intimacy. Dating apps, for example, have commodified love, reducing relationships to a series of profiles and swipes. This “shopping mentality” encourages individuals to seek the next best option instead of investing in meaningful, long-term connections.

The paradox of choice created by these platforms can make it harder to commit, leaving many to struggle with the fear of missing out on a better partner. In this environment, relationships are often judged on superficial qualities like appearance and quick judgments, while deeper factors such as emotional compatibility and shared values take a backseat.

The digital age has also had a profound effect on our broader sense of humanity and empathy. Constant exposure to tragic news and online outrage has desensitized many individuals to human suffering, leading to emotional numbness. Social media algorithms often create echo chambers, reinforcing existing beliefs and contributing to polarization. This lack of exposure to diverse perspectives can make it harder to empathize with others, further deepening societal divides. The result is a growing sense of disconnection, as the digital world replaces genuine, face-to-face interactions that foster shared humanity. This erosion of empathy extends to our personal relationships, where we struggle to form deeper emotional bonds due to the distractions and superficiality that digital interactions often bring.

Despite these challenges, there is hope for reclaiming love, humanity, and emotional depth in the digital age. By setting boundaries around technology and prioritizing face-to-face interactions, we can restore the authenticity and depth of our connections. Reviving empathy through acts of kindness, active listening, and volunteering can help restore our shared sense of humanity. Embracing the imperfections of love and relationships, rather than striving for idealized versions, allows us to cultivate deeper, more meaningful connections. By building intentional communities—both online and offline—that prioritize emotional support and inclusivity, we can counteract the isolating effects of the digital age and create a more compassionate, connected world.

Love remains the force that defines our humanity, and it’s up to us to nurture it in the face of ongoing digital disruption.

The Stigma around Emotional Vulnerability: A Barrier to Healing

One of the most significant emotional issues many people face today is the stigma surrounding emotional vulnerability. For many, especially in certain cultures and social contexts, there is an overwhelming pressure to suppress emotions. Men, in particular, are often socialized to avoid expressing vulnerability, with phrases like “man up” or “don’t cry” still prevalent in many communities. This expectation leads to the suppression of emotions, which ultimately results in emotional stagnation. The fear of judgment or appearing “weak” prevents people from opening up about their feelings, leading to isolation and an inability to process emotions in healthy ways.

We must normalize conversations about emotional vulnerability and create safe spaces where people feel free to express their feelings without fear of judgment.

The digital world has further exacerbated this stigma. On social media, where people tend to showcase the best parts of their lives, there’s little space for vulnerability. Everyone presents an image of success, happiness, and perfection, but this curated version of reality hides the emotional struggles that many people experience. Those who express feelings of sadness, anxiety, or loneliness often face judgment or lack of support, further discouraging them from speaking out. In this environment, many people, particularly men, feel isolated in their emotional struggles, unable to reach out for help because of fear of being stigmatized.

But this needs to change. We must normalize conversations about emotional vulnerability and create safe spaces where people feel free to express their feelings without fear of judgment. It’s essential to dismantle the cultural and societal pressures that prevent emotional expression and embrace the idea that being open about one’s struggles is not a sign of weakness but a sign of strength. Encouraging people to speak out about their emotions—positive or negative—can foster a sense of connection and support essential for emotional well-being.

Reconnecting with Emotional Well-being in the Digital Age

To address the emotional health issues exacerbated by over-digitalization and AI chatbots, we must take a multifaceted approach. Practical steps are available to individuals to safeguard their emotional well-being in an increasingly digital world.

1. Mindfulness and Emotional Awareness

One of the most effective ways to counter emotional exhaustion is to cultivate mindfulness. Practices like meditation, journaling, and deep breathing exercises help individuals reconnect with themselves and manage stress. By becoming more aware of their emotional state, people recognize when they are becoming overwhelmed or disconnected and take action before burnout sets in.

For example, several apps provide guided meditations and techniques to help individuals manage their emotional health, but the key is for users to incorporate these practices into their daily routines—ensuring they prioritize emotional self-care amid their busy lives.

2. Digital Detox

Taking time away from screens is critical for emotional restoration. Digital detoxes, whether brief or extended, allow individuals to disconnect from the constant demands of technology and reconnect with their surroundings, their thoughts, and, most importantly, other people. Studies show that reducing screen time, especially social media use, can significantly improve emotional well-being, reduce feelings of loneliness, and promote a healthier work-life balance.

For instance, some people set specific boundaries around their use of devices—such as no social media on weekends or limiting work emails to certain hours—to engage more meaningfully with the world around them. These boundaries help people prioritize in-person interactions and focus on deepening relationships rather than merely skimming the surface.

3. Fostering Real Connections

In an era where digital communication often takes precedence, it is important to prioritize face-to-face interactions. Studies show that physical touch, eye contact, and active listening—all elements of in-person communication—are essential for emotional bonding. Humans need genuine, reciprocal relationships to thrive emotionally.

Whether through regular social meetups, community activities, or volunteer work, creating opportunities for deep, real-world interactions can strengthen emotional health. These relationships offer a sense of belonging and connection that digital tools, no matter how advanced, cannot replicate.

4. Leveraging Technology for Emotional Support—With Caution

While AI chatbots may not replace human connection, technology can still play a positive role in supporting emotional health when used thoughtfully. Virtual therapy services, support groups, and mental health apps can offer helpful resources and guidance. However, these tools should be seen as supplements to, not substitutes for, real human relationships.

For example, several platforms allow individuals to seek counseling and emotional support remotely. These services provide an outlet for people who may not have access to traditional face-to-face therapy. However, they should be used alongside efforts to foster real-world emotional connections.

A Call to Reclaim our Emotional Health

The emotional toll of living in a hyper-connected world is a crisis we can no longer ignore. As we navigate this new digital era, it’s clear that technology, while offering immense benefits, also comes with hidden emotional costs. The disconnection, loneliness, stress, and emotional exhaustion many of us experience are real consequences of living in a world that demands constant digital engagement.

One of the biggest limits of AI agents and digital tools is their inability to truly form emotional connections. They might imitate empathy with pre-set responses or sentiment analysis, but they don’t actually feel, understand, or relate. Their “compassion” is programmed, not genuine.

However, the deeper concern is not about what AI cannot do—it’s about what we might slowly lose as humans. If we rely more and more on emotionless systems for companionship, comfort, or communication, we risk weakening our own emotional intelligence. Our capacity to understand others, listen with presence, and handle complex relationships isn’t automatic; it requires ongoing effort with other humans.

The core we stand to lose is the very essence of our humanity. When empathy is handed off and vulnerability is suppressed in favor of quick, digital exchanges, we start to undervalue the emotional effort that keeps societies alive—care, trust, forgiveness, belonging. These qualities cannot be copied by any computer program. If we get too used to artificial interactions, we risk becoming emotionally numb ourselves, unable to build or maintain meaningful human connections.

However, the good news is that we have the power to change this. By setting boundaries, prioritizing real connections, and intentionally caring for our emotional well-being, we can begin to reverse the emotional toll of over-digitalization. Now more than ever, it is essential to protect our hearts from the overwhelming demands of technology, and in doing so, we can reclaim our emotional strength and resilience.

About the Author

Dr. Samer Elhajjar is a Senior Lecturer in Marketing at the National University of Singapore (NUS), where he blends academic rigor with industry expertise. Holding a Doctorate in Marketing, he is an active researcher, consultant, and speaker, with work featured in international journals, conferences, and global media outlets.

The post The Emotional Toll of Over-Digitalization: Preventing “Emotional Shattering” in the Digital Age appeared first on The European Business Review.

By Mike Peterson 

Leading hybrid teams requires more than just juggling remote and in-office schedules—it demands a rethinking of how trust, connection, and communication work across boundaries. In this article, Mike Peterson explores practical strategies for navigating the complexities of hybrid leadership and building a cohesive, high-performing team in today’s evolving workplace. 

Anyone who’s been in a leadership position over the past few years knows that leading a hybrid team presents a unique set of challenges and opportunities—distinct from managing an entirely in-office or fully remote workforce. Hybrid leadership requires a delicate balance between flexibility and structure, where trust, accountability, and communication must thrive across both physical and virtual boundaries. 

The strategies outlined below are based on work I’ve done with a variety of clients and can be applied to any organization seeking to succeed in today’s increasingly hybrid work environment. 

Establish Clear Communication Channels 

One of the biggest challenges I see in hybrid leadership is ensuring that communication flows effectively between remote and in-office team members. Without clear, intentional strategies, remote employees can easily feel disconnected or overlooked. Here’s what I recommend: 

• Standardize Communication Tools – Choose a central platform for team communication like Slack, Microsoft Teams or Zoom, and ensure everyone—remote or in-office—uses the same tools consistently. This creates transparency and helps keep everyone aligned. It’s tempting to let teams chose their own communication tools, but that can quickly become difficult to manage.  
• Create Structured Meeting Cadences – Regular check-ins are essential to maintain alignment. Schedule weekly virtual meetings for the full team, regardless of location, to review progress, address concerns, and build cohesion. 
• Encourage Asynchronous Communication – Especially across time zones, asynchronous tools like Trello, Notion, or Monday.com can keep projects moving without the need for real-time conversations. 
• Use Clear Agendas and Roles – For every meeting, have a defined agenda and clear roles. Make sure remote employees have equal opportunities to speak and contribute. Avoid side conversations that exclude them. 

Promote Inclusivity and Equal Opportunities 

A common pitfall in hybrid teams is unintentional favoritism toward in-office employees, who often get more face time with leadership. It’s critical to ensure fairness for all employees, regardless of location. 

• Rotate Leadership Responsibilities – Rotate meeting facilitators between remote and in-office team members to ensure visibility and equal leadership opportunities. 
• Have conversations in real time – No matter how difficult the conversation, it’s always better to have the conversation in real time than wait until the next time a remote employee is in the office.  
• Implement Hybrid Programs – Pair remote and in-office employees whenever possible for work projects and during office activities. This builds cultural bridges and facilitates idea exchange across work styles. 
• Recognize Achievements Publicly – Celebrate remote employee contributions in company-wide meetings, newsletters, or internal platforms. Make sure remote employees don’t feel like their work is forgotten. Public recognition fosters inclusion and reinforces value. 

Build a Culture of Trust and Accountability 

Trust is the foundation of any team, but even more so for hybrid teams. Remote employees need to feel trusted—not micromanaged—while in-office staff must trust that their remote counterparts are contributing equally. 

• Focus on Results, Not Activity – Shift performance measurement to outcomes and achievements rather than time spent online or in the office. This levels the playing field across the company. 
• Encourage Transparent Workflows – Promote open communication about workloads, deadlines, and priorities. When employees feel trusted to manage their time, they take greater ownership. 
• Set Clear Expectations – Clearly define roles, responsibilities, deliverables, and communication norms. Transparency empowers remote employees to perform with confidence and independence. 
• Allow Flexibility, With Accountability – Offer schedule flexibility, especially for employees managing time zones or personal obligations. At the same time, be clear about deadlines and deliverables. 

Foster Team Connection and Culture 

One of the biggest challenges in a hybrid team is building a strong sense of connection among employees who may rarely, if ever, see each other in person. In a hybrid setup, building team connection takes intentional effort. Without it, remote employees may feel isolated, and collaboration can suffer. 

• Require ‘Video On’ Culture – Not having video on during meetings is one of the most common problems I see in companies yet is one of the most a simple yet powerful ways to foster connection and engagement in hybrid teams. Seeing each other on video fosters presence and personal connection, making meetings feel more inclusive and collaborative. 
• Organize Virtual Team-Building Activities – Online games, shared challenges, or virtual escape rooms can help build camaraderie. Tools like Kahoot and Jackbox Games or virtual escape rooms are great options. 
• Host Hybrid Social Hours – Create opportunities for informal connection, like virtual “coffee chats” or “happy hours,” to build rapport across locations. 
• Launch Company-Wide Initiatives – Design shared experiences like wellness programs or volunteer challenges that engage employees regardless of where they work. 
• Plan Periodic In-Person Gatherings – When possible, organize team meetups or company retreats to reinforce relationships through face-to-face meetings and team cohesion. 

Leverage Technology for Effective Collaboration 

Hybrid teams depend on technology—but tools alone aren’t enough. Leaders must ensure teams are equipped, trained, and empowered to use them effectively. However, leaders must ensure effective use of the right tools to enhance collaboration — simply having them isn’t enough. I advise our clients to follow these simple guidelines: 

• Invest in the Right Tools – Provide platforms for collaboration, including shared documents (Google Workspace, Microsoft 365), project management (Asana, ClickUp), and communication (Zoom, Teams). Don’t assume everyone knows how to use them—offer regular trainings to reinforce the behaviors you want to see. 
• Use Cloud-Based Systems – Make everything accessible from anywhere. Cloud-based platforms will make your IT team happy, and will reduce friction and ensure continuity across locations and time zones. 
• Upgrade Meeting Spaces – Equip physical meeting rooms with quality video and audio tech to ensure remote participants can fully engage. Companies like DTEN now offer digital whiteboards that integrate with online meeting tools for easier hybrid collaboration.  
• Be Time Zone Aware – Use scheduling tools like World Time Buddy or Outlook’s time zone view. Avoid consistently scheduling meetings that disadvantage remote employees. 

Leading a hybrid team isn’t just about bridging physical distance—it’s about redefining leadership for the modern workplace. When leaders intentionally build trust, foster inclusion, and create connection, hybrid teams can thrive. 

By implementing these strategies—clear communication, inclusive practices, accountability, cultural connection, and effective tech—you’re not just managing hybrid teams. You’re leading the future of work.

About the Author

Mike Peterson is the founder and managing partner of Apex Consulting Partners and the author of Leading in the Age of Digital Disruption. With nearly two decades of experience in HR and IT, he has held global leadership roles at BioMarin, Zogenix, UCB, and Structure Therapeutics. Peterson received his bachelor of science degree from Colorado State University and has been certified by both SHRM and the HR Certification Institute. Learn more at www.apexconsulting.partners

The post Leading Hybrid Teams By Fostering Trust Across Boundaries  appeared first on The European Business Review.

By Syed Balkhi

Although it requires striking a balance between productivity and privacy, remote work calls for some form of productivity monitoring. Time tracking, regular check-ins, and performance system implementation are the fitting techniques. But, you need to be cautious and ask for consent when using keystroke logging and screen recording. You must emphasize results, open communication, and employee participation in productivity-tracking policies. 

Remote work is very popular these days, especially among startups and small businesses. It promotes flexibility in the workplace, which can boost productivity. 

However, just like everything else, it accompanies certain challenges, especially when it comes to ensuring team productivity. Plus, it can be difficult to monitor the performance of your remote team effectively without invading their privacy. 

Liberating your teams can make them complacent. You’re not wrong to fear that. You must have certain measures in place to ensure that everyone does their part and helps you keep the needle moving. However, you shouldn’t make your teams feel like you’re constantly looking over their shoulders. 

We’re here to help you with that. We help you explore effective methods to track the performance of your teams while making sure that you’re respecting their privacy and building a culture of trust.  

Tracking Productivity Without Invading Privacy 

Tracking productivity in a remote work environment is difficult, no? No matter which method you choose, you invade your team’s privacy in one way or another. 

It’s not the productivity tracking mechanisms that generally cause the problems. It’s how you implement them. There’s a right and a careless way to do things here. 

Our job is to share some efficient techniques with you that will help you track your productivity without having to invade your team’s privacy. 

1. Active Hours Tracking 

Time tracking is a popular choice for productivity monitoring by many remote companies around the globe. 

The benefit of using this monitoring tactic is that it helps you see how long tasks actually take, helping with project planning and deadline management. You can also identify team members who are overwhelmed or underutilized. You get valuable insights about how your teams spend time on different projects or tasks. 

The disadvantage of using this tactic is that it gives micromanagement vibes. It’s not a good feeling when you think someone is watching over your shoulder all the time. 

Suppose you want to track active working hours. By all means, go on. But don’t promote a culture that rewards logging hours rather than actual results. Your goal should not be to track how many hours someone spends at work but to see what they actually accomplish during active hours. 

2. Regular Check-Ins 

You shouldn’t underestimate effective communication, especially in a remote work setting. Regular check-ins with your teams may prove to be an effective way to keep them aligned and productive. 

Implementing a policy of daily stand-ups that last 15 minutes or less can help you stay up-to-date with what everyone is working on, their priorities, and any roadblocks they encounter. When you pair it with weekly team meetings, you create an efficient performance-tracking mechanism.

Aside from evaluating team performance, consistent check-ins foster team unity. Your teams feel linked, which is absolutely crucial to maintaining their morale when working remotely. 

Moreover, you can handle problems before they become significant by means of proactive action against obstacles. You can only create a culture of support and cooperation when your team openly shares their progress, obstacles, and workload concerns.  

3. Performance Management System 

You can have a performance management system in place to assess your team’s productivity. However, for a performance management system to give you promising results, you must set clear expectations and align tasks with key performance indicators to track progress toward goals. 

You must provide constructive feedback to your teams and encourage their performance to help them improve without losing morale. It’s more of a long-term approach where you schedule quarterly or annual reviews to discuss team performance, identify areas of improvement, and plan for the future. 

You should be transparent with your teams to get the best results. Plus, you must tell them how their work contributes to achieving the company’s goals. A well-thought-out performance management system can help you ensure productivity in a remote work setting without being intrusive. 

4. Keystroke Logging 

Monitoring output using this method is quite delicate. You track every key pressed by your staff members. Honestly, you should have a compelling reason to proceed with this strategy. Given how very invasive it is, you have to move quite carefully. 

If you’re looking into a possible data leak or security breach, then keystroke logging may be a reasonable course of action. But, you should avoid doing so only to monitor the output of your team. 

You still need your staff’s permission even if you proceed with it. Furthermore, you have to view it as a temporary performance-tracking tactic. Prolonged use of this method may seriously harm employee morale.  

5. Screen Recording 

This method is somewhat akin to keystroke logging. Actually, it’s a step forward. Here, you set up a system that either takes screenshots of your team’s screens or randomly records a video. 

You have to inform your teams about this and obtain their permission before using the system, much like you do with keystroke logging. But, unless you have a reasonable reason, we advise against such extremes. 

It gives a constant surveillance vibe, which undermines trust and raises privacy concerns. If you have to consider implementing such a mechanism, it must follow informed consent and clear justification. 

It’s a Wrap 

We shared with you five ways through which you can effortlessly monitor the productivity of your remote teams. Some of them may be privacy-invasive. But sometimes, they may be the need of the hour. 

The way you balance privacy and productivity when monitoring your remote teams depends on how you implement the productivity tracking mechanism. 

You must clearly communicate your expectations and have a constructive feedback mechanism in place. What makes productivity tracking effortless is when you pair the right key performance indicators with tasks. So you don’t have to resort to extreme measures. 

Transparency and open communication play a huge role. Even though you resort to privacy-invasive productivity tracking methods, take your team’s consent and involve them in policy development.

About the Author 

Syed Balkhi is the founder of WPBeginner, the largest free WordPress resource site. With over 10 years of experience, he’s the leading WordPress expert in the industry. You can learn more about Syed and his portfolio of companies by following him on his social media networks. 

The post How to Balance Privacy and Productivity in Remote Work Monitoring  appeared first on The European Business Review.

By Yakov Filippenko

Gen Z’s chaotic approach to careers — job-hopping, ghosting employers, and “career catfishing” — may seem baffling, but it’s also an opportunity. This article explores how employers can adapt to the new workforce mindset, turn disruption into innovation, and build loyalty through flexibility, purpose, and a redefined employee experience. 

How to Turn Gen Z’s Career Chaos Into an Opportunity 

Back in the early days of my career, my dad once told me he’d never hire me. He had a point. Like many other millennials, I used to switch jobs every 1-2 years, which totally went against his idea of a ‘good employee’ — someone loyal, dependable, and committed for the long run.  

To him, it probably seemed like I was treating jobs like a joke.  

From my perspective, I was just being strategic — chasing better opportunities, whether it was for higher pay, a new title, or fresh experiences. Let’s be real, I was just being a millennial.  

Anyway, I was confident my dad would change his opinion once my generation became the dominant workforce — and I’d finally win our little virtual competition. What I didn’t realize was that I’d be right, but not feel good about it. 

Fast forward to today, and I’m in a similar spot to where my dad was back then. Gen Z — the generation after us millennials, soon to dominate the workforce — treats jobs like a running joke. They’re not just making memes about work; they’re turning the jobs themselves into memes.  

Take “career catfishing,” for example. This latest workplace trend involves Gen Z job seekers applying for roles, completing interviews, accepting offers, and then disappearing. They either don’t show up on their first day or often ghost employers entirely.  

According to a survey, 34% of Gen Zers have engaged in career catfishing, so for those of us who initially dismissed it as a meme, the joke’s on us. Work itself has become a meme for Gen Z, and they’re treating it as such.  

Having said this, the roots of this chaos go deeper than pranks or a disregard for professionalism. Gen Z grew up watching their Gen X parents get laid off every time the economy took a hit. This fueled their fear of uncertainty and built a deep distrust of companies. 

Gen Zers learned early on that the traditional “work hard and stay loyal” mantra doesn’t guarantee job security. This instilled in them a profound desire for independence, which is evident in the way they approach work. For them, freedom and autonomy are the key drivers. Studies have backed this up — up to 73% of Gen Zers have said they would like a job that provides flexible work schedules on a permanent basis.  

This generational clash has turned workplaces into battlegrounds, with competing priorities at play. While HR leaders want to restore order and enforce commitment, Gen Z seeks flexibility, balance, and meaning. The growing tension is hard to ignore. 

The Two Constants 

Despite these divides, there are two undeniable constants in the workplace that are meaningful to understand if we want to bridge this gap. 

First, managers consistently overestimate timelines, budgets, and outcomes, only to face disappointing results. Second, when things go wrong, they tend to blame external factors. In today’s remote work era, managers have the ultimate scapegoat: poor team coordination or low motivation.   

This narrative has become the mainstream justification for forcing employees back to the office. What many leaders fail to recognize is that today’s workforce — both Gen Z and older generations — has fundamentally changed. 

The Big Shifts 

At the same time, two key shifts are at play. For starters, Gen Z doesn’t behave like previous generations. They’re less motivated by traditional incentives like long-term stability and more by flexibility and purpose.   

Meanwhile, millennials, who once thrived in office environments, have evolved, and their preferences have shifted in a post-pandemic world. Hence, when companies try to herd everyone back into offices, they create a chaotic zoo of conflicting priorities and expectations. It’s as challenging to navigate as it is fascinating to observe. 

Final Thoughts: Transforming Chaos Into Opportunity 

Chaos breeds innovation. From my perspective, instead of fighting Gen Z’s workplace rebellion, employers should see it as an opportunity to rethink outdated norms and experiment with new approaches.  

We need to give employees — especially Gen Zers — more control over how and where they work. Instead of micromanaging, move away from rigid metrics and trust them to deliver results, and you might be surprised at what they achieve. Focus on impact, creativity, and collaboration. Bridge the trust gap with transparency and authenticity. 

If you can show Gen Z that your organization values them as individuals instead of merely cogs in a wheel, you will realize that their behavior isn’t a threat, but an invitation to innovate. At the end of the day, the future of work isn’t about returning to what used to work. It’s about building something entirely new.

About the Author

Yakov Filippenko is a tech entrepreneur with 10+ years of experience. He scaled Yandex products internationally and co-founded SailPlay, later acquired by  Retail Rocket. In 2021, he launched Intch, an AI platform for flexible work, growing it from 65K to 500K users in 2024, targeting a $126B market. 

The post How to Turn Gen Z’s Career Chaos Into an Opportunity appeared first on The European Business Review.

The Forces Driving Digital Transformation

Technological Developments

Modern organizations rely on automation, artificial intelligence (AI), and cybersecurity technology to maximize performance and protect digital assets. Decision-making tools based on data enable organizations to process high amounts of information and maximize strategies to the best.

In addition, organizations are leveraging Internet of Things (IoT) technologies to access real-time data, promoting operational effectiveness. Cloud-based technologies maintain scalability, with organizations scaling up resources by shifting demand.

The Need for Workforce Flexibility

The conventional office setup is being redefined as distributed work designs and hybrid work models become increasingly prevalent. Organizations embracing workforce flexibility are now able to recruit the best global talent, compensating for the impact of the shortage of tech skills.

Employers also engage in employee experience through remote-friendly measures, flexible work hours, and investment in virtual team-building. These activities increase satisfaction and employee retention levels.

The Role of Offshore Development Teams in Digital Transformation

Enhancing the Scope to Global Talent Pool

Hiring offsite development teams allows businesses to leverage professional talent, transcending local skill shortage. By accessing a global talent pool, organizations are able to manage operations at scale optimized while ensuring high quality levels.

Many businesses are embracing team extension within Eastern Europe to tap the strength of a well-educated workforce, competitive salaries, and strong technical expertise. Developers within Eastern Europe are known to respect software engineering expertise, ensuring they become valuable assets of companies seeking affordable but high-caliber solutions.

Using Collaboration Tools and Cloud Computing

Effective remote collaboration is based on the pillars of advanced collaboration tools and robust cloud computing infrastructure. These will enhance efficiency and enable frictionless communication for geographically dispersed teams.

Slack, Microsoft Teams, and Jira enable real-time collaboration and frictionless workflow. Cloud-based development platforms such as AWS, Google Cloud, and Azure enable remote teams to work without geographical constraints.

Enhancing Scalability and Agility

Agile development processes are the foundations of digital transformation, allowing organizations to react effectively to evolving markets. Scalability is the center of remote teams, and thus, organizations can dynamically assign resources according to project needs.

Additionally, DevOps practices have become synonymous with agile development, with continuous integration and deployment (CI/CD) of software programs. This gives faster time-to-market and increased software quality.

Challenges and Solutions in Managing Remote Teams

Cybersecurity Risks and Data Protection

As increasing reliance on cloud computing is seen, companies need to have high standards of cybersecurity to safeguard confidential information. Having encrypted communication channels and secure access controls mitigates the possible security threat.

To mitigate security threats, companies are adopting zero-trust security models, endpoint security software, and multi-factor authentication (MFA). Additionally, cybersecurity training ensures remote employees adhere to best practices to protect data.

Keeping Productivity and Accountability

Whereas performance monitoring is enabled by productivity tools, accountability requires an organized process. Regular check-ins and performance reviews hold distant teams responsible for business objectives.

The use of time-tracking software, clearly established key performance indicators (KPIs), and an open culture allow businesses to monitor dispersed teams with ease. Asynchronous communication also allows worldwide teams to collaborate easily across geographies.

Bridging Communication Barriers

Using appropriate collaboration tools and cultivating an open communication environment reduces errors and misinterpretations and enhances cooperation among members of a remote workforce.

Motivating frequent video conferences, virtual team-building activities, and knowledge-sharing sessions fosters empathy. Cultural sensitivity training also enables teams to consider communication gaps and function harmoniously in a globalized world.

The Future of Remote Development Teams

The Shift Toward Nearshore Development

For increasing efficiency, most organizations are weighing nearshore development as an optimal alternative over traditional outsourcing. The approach saves time zones without any compromise on price.

Companies are choosing nearshore collaboration partners from places having high technical competency levels, such as Eastern Europe and Latin America. The approach allows for more collaboration, fewer language confrontations, and increased productivity than offshore outsourcing.

Integrating AI and Automation

Higher-end future technologies of automation and artificial intelligence (AI) will increasingly drive remote team operations. Project management tools utilizing AI and workflows will mechanize processes, creating greater efficiency.

Machine learning-based algorithms are implemented to enhance software development lifecycles, determine project risks, and enhance code quality. AI-driven virtual assistants and chatbots facilitate better communication through real-time support for remote teams.

Digital Nomadism and Changing Work Models

The future of work is also moving towards digital nomadism, where professionals work remotely from various locations around the world. Organisations are adapting to this by having flexible working strategies and investing in technology that supports remote working.

Also, hybrid working spaces that blend remote and office working will further be molded to enable organizations to balance between flexibility and cohesion of the teams.

Conclusion

The convergence of digital innovation and distributed development teams opens up greater possibilities for businesses than ever before. By embracing cloud computing, agile development, and workforce flexibility, organizations can navigate the shifting digital wave successfully. Investment in cybersecurity, collaboration tools, and a global talent pool will be the key to staying ahead in the work age.

Organizations keen to outsource their development capacity can make use of team extension in the Eastern European market, bringing highly skilled professionals at lower costs with sustained cost-effectiveness. With appropriate methods and tools to facilitate remote teams, distributed teams will be at the forefront of digital transformations in the future.

The post Digital Transformation and the Rise of Remote Development Teams appeared first on The European Business Review.

Small businesses, the backbone of the global economy, face unique challenges in scaling their impact while juggling limited resources. In 2025, the ability to harness business agility, adopt innovative technologies, and leverage the gig economy will define success. This article explores how small employers can strategically utilize the PTP Method—Processes, Tools, and People—to build a sustainable and scalable model that drives customer, community, and capital impact.

In most economies, small employers comprise of 99.9% of all business entities. In the US, as one example, the business count is about 29 million solopreneurs (non-employee firms) and 6 million businesses with fewer than 10 employees, contributing $28 trillion in USD to the GDP. Each business has a purpose: for its goods or services to have a positive impact on customers, community and capital.

Understanding how to scale YOUR impact so you have the biggest effect in all three areas is key to small business success. 

Scaling Impact

The key lies in creating a dynamic workforce model that allocates time and effort to the core, value-generating work of the business, then utilizes a blend of dedicated and contract talent to deliver the outcomes needed for both front and back-office work.

Business agility, flexibility, and efficiency are critical to staying competitive, especially when economic uncertainties, technological disruptions, and changing consumer behaviors are poised to shift how business is done. This can be a challenge for smaller businesses that generally don’t have the resource options of large organizations…but, what if they did?

For years, the Gig Economy has offered a cost-effective, impactful way for organizations to meet their needs, providing access to highly skilled freelance talent that can be scaled up or down. The question is: how can businesses fully harness freelance resources to maximize impact?

The key lies in creating a dynamic workforce model that allocates time and effort to the core, value-generating work of the business, then utilizes a blend of dedicated and contract talent to deliver the outcomes needed for both front and back-office work.

Leverage the Gig Economy to Amplify Your Impact

The question is no longer if a business owner should leverage the gig economy but how to use it to maximize its impact on the business. As the skills and expertise within the freelance space grow, business owners are able to tap into that flexible workforce to fill open skill needs with quality, specialized talent. Whatever a business needs, there’s a contractor equipped to provide it.

To effectively utilize freelance talent, the first step is identifying which roles directly contribute to the business’ value proposition and which serve as supporting functions. Once this distinction is clear, in-house resources should be allocated to executing that mission-critical work (that drives revenue). The work that supports it can be outsourced to trusted freelancers. This approach focuses finite resources on the work that drives primary value for paying clients.

For instance, while social media might not be the cornerstone of most businesses, it is essential for promoting the core value of every business. In this case, finding a freelance social media contractor who aligns with the business strategy can be a game-changer. You can scale their involvement and budget based on results—experimenting with different approaches, like organic traffic versus paid ads. Or, if your marketing drives significant sales, shifting focus to add contract customer service resources to support a growing audience might make sense.

However, understanding core vs. non-core work before outsourcing is just one piece of the puzzle. You must implement resources in the right way to achieve sustainable growth.

Utilize the PTP Method to Scale Impact – Processes, Tools, then People

Getting the most out of your resources begins with building a solid foundation of repeatable processes, enhancing those processes with the right tools, and finally, unlocking the full potential of people. This sequence ensures that your business grows sustainably while delivering consistent value at scale. 

• Build Strong Processes: Your processes define how you deliver value – and they’re one of your most important business assets. Ensuring you have robust, repeatable systems in place both streamlines operations and makes it easier to identify where technology and people can add the most value.
• Adopt Advanced Technology: Leveraging AI-powered software, like CRM systems, can result in streamlined operations and offer new ways to be innovative and competitive. These tools help automate routine tasks, optimize workflows, reduce manual errors, and capture and analyze data. With tools taking on this work, time is freed up for a solopreneur or small team to focus on strategic, high-impact – high-ROI activities, like expanding the business, building customer relationships, creative problem-solving, and product/service innovation.
• Engage Freelance Virtual Assistance for Human Brainpower: Maximizing the unique capabilities of people after processes and tools are in place enables you to focus human effort where it matters to get the most value. The gig economy allows business owners to access highly skilled professionals in many areas including, operations support, marketing, project management, and more, with no long-term commitment or overhead costs associated with traditional hires. For small employers with limited budgets, this agile approach provides the resources and expertise needed to enhance capabilities and improve operations cost-effectively.

Scaling your impact requires the right mix of processes, tech tools, and people to create a business model that delivers consistent value and drives sustainable growth.

Transform Your Business in 2025

Scaling your impact requires the right mix of processes, tech tools, and people to create a business model that delivers consistent value and drives sustainable growth.

The gig economy is a real solution for businesses looking to thrive in any economic climate. Freelance talent allows organizations to scale their workforce up or down with optimal capital efficiency, providing the flexibility to pivot quickly. This adaptability ensures businesses can adjust their operations as needed, regardless of economic conditions, and this flexibility often translates directly into a competitive edge and impact.

Embracing the gig economy’s flexibility and expertise ensures a business is poised not only to survive but to excel with a scalable and efficient business model ready to meet the challenges of 2025.

But consider this: time is valuable – and finite – so spending hours finding the right talent is often not the best use of time. That is where a technology staffing platform and service like ResultsResourcing can step in as a valuable partner, offering expert matching, comprehensive support, and a team-based approach that aligns perfectly with the needs of small businesses.

Redefine how your business operates (applying the PTP Method), scale your impact, and achieve sustainable growth with scalable support. Here’s to your success in 2025!

About the Author

The post Small Employers 2025: Scaling Impact on Customers, Community & Capital appeared first on The European Business Review.

Remote work, once a rare privilege, has now become a standard practice for many organisations. While businesses adapt to this new norm, managing a remote team presents unique challenges and opportunities.

Recent studies by Stanford University suggest that although hybrid models can maintain productivity levels, fully remote work may lead to a 10-20% reduction in productivity due to challenges in employee engagement and performance. Communication barriers, maintaining company culture, and ensuring productivity and accountability are just a few of the hurdles that companies must address.

The transition to a fully remote or hybrid model requires thoughtful planning and execution to make sure that teams remain engaged, motivated, and aligned with organisational goals. Let’s take a look at these effective strategies for leading remote teams, promoting collaboration, and maintaining productivity in a virtual environment.

Understanding the Challenges

Remote work offers tons of benefits, but it also poses distinct challenges that leaders must deal with when managing a remote team:

Communication Barriers

In a traditional office environment, spontaneous conversations and face-to-face interactions facilitate quick decision-making and problem-solving. Remote work can lead to communication silos, where team members may feel isolated or disconnected from their colleagues. Misunderstandings can arise from the lack of non-verbal cues, which then leads to frustration and decreased morale.

Maintaining Company Culture

A strong company culture is essential for employee engagement and retention. However, when teams are dispersed, it can be challenging to develop a sense of belonging and shared values. Remote employees may struggle to connect with the organisation’s mission and vision, resulting in disengagement.

Productivity and Accountability

While many employees thrive in a remote setting, others may struggle with distractions at home. Additionally, the absence of direct supervision can lead to concerns about accountability and productivity. Leaders must find ways to monitor performance without micromanaging, which can undermine trust and autonomy when managing a remote team.

How to Effectively Manage a Remote Team

To successfully manage a remote team, organisations can implement several key strategies:

1. Encourage Open Communication

Establishing clear and open lines of communication is crucial for remote teams. Leaders should encourage regular check-ins and utilise a variety of communication tools, such as video conferencing, instant messaging, and project management platforms. Implementing a “virtual open door” policy can help employees feel comfortable reaching out with questions or concerns.

Weekly Team Meetings

Schedule regular team meetings to discuss progress, address challenges, and celebrate successes. This creates a sense of routine and keeps everyone aligned.

One-on-One Check-Ins

Encourage managers to hold regular one-on-one meetings with their team members. This personalised attention builds trust and allows for open dialogue about individual challenges and aspirations.

2. Leverage Technology

Technology is the backbone of remote work. Companies should invest in the right tools to facilitate collaboration, project management, and communication. Platforms like Slack, Microsoft Teams, and Zoom can enhance connectivity and streamline workflows, making it easier for leaders to manage a remote team effectively.

Project Management Tools

Utilise tools like Asana, Trello, or Monday.com to track tasks, deadlines, and project progress.

Cloud-Based Document Sharing

Implement cloud storage solutions like Google Drive or Dropbox to enable easy access to shared documents and resources. This ensures that everyone has the information they need, regardless of their location.

3. Cultivate a Strong Company Culture

Maintaining a positive company culture in a remote environment requires intentional effort. Leaders should actively promote the organisation’s values and encourage team bonding.

Virtual Team-Building Activities

Organise online team-building exercises, such as virtual happy hours, trivia games, or collaborative projects. These activities promote camaraderie and strengthen relationships among team members.

Recognition Programs

Implement recognition programs to celebrate employee achievements and milestones. Acknowledging hard work and contributions can boost morale and reinforce a sense of belonging.

4. Set Clear Expectations and Goals

Leaders should define clear expectations regarding performance, communication, and project deliverables. Establishing measurable goals helps employees understand what is required of them and provides a sense of direction, which is critical when managing a remote team. Using avenues such as employee satisfaction survey questions can provide valuable insights into whether team members feel aligned with these goals and expectations.

SMART Goals

Encourage team members to set Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals. This framework promotes accountability and helps track progress effectively.

Performance Metrics

Develop key performance indicators (KPIs) to assess individual and team performance. Regularly review these metrics to provide constructive feedback and identify areas for improvement.

5. Prioritise Employee Well-Being

The well-being of remote employees should be a top priority. Leaders must recognise the potential for burnout and stress in a remote setting and take proactive measures to support their teams.

Flexible Work Hours

When possible, allow employees to set their own schedules. Flexibility can help them balance work and personal responsibilities, which can lead to increased satisfaction and productivity.

Mental Health Resources

Provide access to mental health resources, such as counselling services or wellness programs. Encouraging employees to prioritise their mental health creates a supportive work environment.

6. Embrace a Results-Oriented Approach

In a remote work environment, focusing on outcomes rather than hours worked is essential. Leaders should empower employees to take ownership of their work and trust them to deliver results. This is especially important when managing a remote team, where autonomy can result in greater job satisfaction.

Autonomy and Trust

Encourage employees to manage their own time and tasks. Trusting team members to deliver results builds a sense of ownership and accountability.

Regular Feedback

Provide constructive feedback on performance and outcomes. This reinforces the importance of results and helps employees understand how they can improve.

Managing a remote team is a journey filled with both challenges and remarkable opportunities for businesses willing to adapt. Setting clear expectations and focusing on employee well-being is essential for building a sense of trust and accountability, while a results-oriented approach empowers team members to take ownership of their work.

Remote work is about where we do our jobs and how we do them together. With thoughtful management practices, organisations can tap into the full capabilities of their distributed teams, laying the groundwork for success in a connected global community.

The post Best Practices for Managing a Remote Team appeared first on The European Business Review.

By Sergey Gorbatov

In today’s world, virtual teams are no longer the exception – they’re the norm. Whether your team is fully remote or operating in a hybrid model, leading from a distance brings unique challenges. However, with the right approach, effective virtual leadership is not only possible but can also result in a more engaged and productive workforce.

Start With Your Team’s Needs

Good leadership hinges on understanding and addressing fundamental human needs¹. These include the need for attention and approval (or “getting along”), status and achievement (or “getting ahead”), and predictability (or “finding meaning”). When these needs are met, we are engaged and productive. Failure to satisfy them can lead to high levels of stress and anxiety among team members.

Good leadership hinges on understanding and addressing fundamental human needs.

Consider the example of Gennaro Arma², the captain of the Diamond Princess cruise ship, which was famously quarantined after 700 passengers were exposed to COVID-19. That’s an extreme example of a remote team; he could not have physical contact with those in his charge. Captain Arma’s leadership was a masterclass in meeting these human needs. He maintained morale by using humor and encouragement, giving crew members opportunities to step up, and keeping everyone informed with calm, consistent communication. His approach not only kept spirits high but also provided a sense of stability and predictability amid the chaos.

As a leader, it’s crucial to emulate these strategies in your virtual team. Here is how.

1. Get Along: Build Trust And Community

One of the biggest hurdles in leading a virtual team is building rapport. Without the natural, spontaneous conversations that happen in a physical office, team members can feel isolated, which can harm collaboration and morale.

To overcome this, prioritize regular check-ins that go beyond just work topics. These check-ins don’t need to be lengthy; even a brief round of personal updates at the start of a meeting can make a big difference. For example, our team used the “Sweet & Sour” technique, where we spent a few minutes at the beginning of each meeting sharing one positive and one challenging moment – whether personal or professional. This simple practice not only strengthened our connections but also fostered a greater sense of support and camaraderie.

Creating a sense of safety and community is key. I’ve always made it a point to check in with each team member individually – not just about work, but also about their personal well-being. These conversations reinforce that they are valued not just as employees, but as whole, unique individuals.

2. Get Ahead: Unlock And Celebrate High Performance

In virtual teams, a lack of clarity on “how we work” can be detrimental to productivity, much more so than when people are in the same location. But it doesn’t have to be so. The importance of established rules, norms, and processes cannot be overstated. Research³ reported in the MIT Sloan Management Review has shown that virtual teams can perform at levels comparable to co-located teams when they have well-established processes in place. For example, implementing standardized workflows in a remote customer service team not only maintained high customer satisfaction but also boosted team members’ confidence and performance.

Rules and norms can address a wide range of challenges in leading virtually, such as multitasking during meetings, which can reduce productivity by up to 40 per cent⁴. Setting expectations, like requiring cameras during meetings and discouraging multitasking, enhances focus and productivity. Additionally, avoiding micromanagement and focusing on outcomes rather than activities empowers your team to take ownership of their work. By providing clarity, support, and autonomy, you satisfy your team’s need for achievement. Celebrating that achievement, both publicly and in one-on-ones, boosts engagement even more.

3. Find Meaning: Point To Purpose

The human brain, as described by the cognitive scientist Daniel Dennett, is an “anticipation machine” that tries to make sense of the future based on known information. When information is scarce or ambiguous, anxiety can quickly take over. In times of ambiguity, the human brain seeks predictability and, without it, anxiety can set in. Make work more predictable by sharing what you know and being transparent about what you don’t, which also helps build trust and maintain calm. Over-communicate in a way that fosters safety and purpose, making sure your team understands how their work contributes to the bigger picture.

Ultimately, your job as a leader is to be a “meaning maker” for your team – helping them understand the broader impact of their work, aligning their efforts with the organization’s purpose, and guiding them towards a future filled with achievable goals and personal growth.

The Human Side Of Virtual Leadership

Leading a virtual team successfully requires a careful balance of structure, empathy, and adaptability. Your team looks to you for guidance, especially in challenging times, so leading by example is essential. Show empathy by actively listening to your team’s concerns and celebrating their victories, no matter how small.

Your team looks to you for guidance, especially in challenging times, so leading by example is essential.

Leading virtually is harder because it requires greater intentionality. So, it is an opportunity for you to get a career edge by doing it better than others. You’ll shine when you fulfill your teams’ fundamental needs for connection, achievement, and purpose. When done right, virtual teams can match – and even surpass – the performance of co-located teams.

About the Author

Sergey Gorbatov, Ph.D., is an accomplished consultant, educator, and thought leader in the field of talent management. With more than two decades of experience in prominent roles within multinationals such as AbbVie, PMI, and Shell, Sergey offers a wealth of knowledge in talent, executive development, and culture, which he skilfully applies to guide his clients towards sustainably high performance and growth. He teaches at IE University in Madrid, Spain, and at Porto Business School in Portugal. Renowned for his straightforward, optimistic, and practical approach, Sergey has earned the respect and appreciation of his coaching and consulting clients. Collaborating with Angela Lane, he has co-authored two influential books: Fair Talk: Three Steps to Powerful Feedback and Move Up or Move On: 10 Secrets to Develop Your Career, making the complex science of human behavior simple.

References

1. Socioanalytic theory: Basic concepts, supporting evidence and practical implications. 2018. APA PsycNet. https://psycnet.apa.org/record/2018-21508-005

2. Why the last man standing on the coronavirus cruise ship never gave up. 05 March 2020. CNN. https://edition.cnn.com/travel/article/diamond-princess-cruise-captain-coronavirus/index.html

3. How to Manage Virtual Teams. 01 July 2009. MIT Sloan. https://sloanreview.mit.edu/article/how-to-manage-virtual-teams/

4. Cognitive control in media multitaskers. 15 September 2015. National Library of Medicine. https://pubmed.ncbi.nlm.nigov/19706386/

The post “Does Everyone Hear Me OK?”: How to Lead Virtual Teams Effectively appeared first on The European Business Review.

It is possible to build and maintain a resilient organization, even with the challenges presented by hybrid work situations. Doing so enhances well-being and productivity and drives overall organizational success. 

Following the pandemic, there has been an increase in the number of organizations offering employees a hybrid work arrangement. With time split between remote and in-office work, different strategies may be needed to build a resilient organization.  

Why address this challenge? Because resilient employees manage transition, stay productive, and continue to learn and add value to the organization, which benefits the organization overall. A resilient organization has a culture of trust and psychological safety in which individuals’ strengths are honored and they are given opportunities to make an impact.  

Here are five key strategies:  

1. Listen to learn. We underestimate how important listening and asking questions can be to have a thriving workplace. We cannot assume that every employee wants or needs the same thing from a hybrid situation. There are some employees who find they can make substantial progress on key projects if they are able to work from home with minimum interruptions, while other individuals get their energy and feel more productive in an office setting. Whether you’re a manager or an individual contributor, share with one another what keeps you productive and why and explore what steps are necessary to create a suitable environment.
2. Strategic communication. Even when all employees are in the office at the same time, it can be a challenge to communicate effectively because of overflowing email inboxes, multiple parallel projects, and constrained resources. Encourage open communication to address challenges as they arise but also be the first person to thank others and share achievements. Do you give clear feedback to your reports and colleagues on what is going well and what needs to be changed? Do you assess progress along the way with clear metrics for success? What about your physical presence, whether you are in person or on video calls? Do you focus on the person talking or look distracted by checking your phone? Individuals can feel the difference when you care and really listen.
3. Proactive connection. Encourage using in-office time to connect, share ideas, and problem-solve. For example, suggest that employees try to set up one-on-one meetings with colleagues who are on-site at the same time they are, while using their work-from-home days to connect with colleagues with whom remote meetings are the only option. There is no point commuting into the office if the day is spent on video calls! 

In-office days are also a good time for team meetings and maybe even a short coffee/tea hour once in a while to give people an opportunity to socialize without taking time from their personal lives. Plan, if possible, occasional opportunities for the entire department to be in the office together. If individuals live across the country or globe, it may be more realistic to schedule this every six to twelve months, but if individuals are commuting locally, it can be helpful to schedule one specific day a month for everyone to meet, perhaps over lunch. 

4. Let people set boundaries. One of the challenges during the pandemic was that many employees working from home felt there was no end to their days. Make it okay for people to log off and be unavailable. For example, people can include a statement in their signature block along the lines of “I value and support flexible working and acknowledge that your working hours may be different from mine. While this message was sent during a time that works best for me, please do not feel obligated to read and reply outside of your normal working schedule.” If replies within a timeframe are expected from certain recipients, clarify that in the subject line.

5. Explore technology platforms. During the pandemic, people got used to using certain platforms for meetings and phone calls. Are these still working for you and your team? Assess what is needed and whether the current platforms work. Has the experience of working remotely brought to light other issues, such as knowledge sharing, that you’d like to address? Some organizations are benefiting from using a platform like Slack or Teams for collaboration and information storage.

Organizations must adapt to the evolving work landscape by prioritizing resilience in their hybrid work strategies. By listening to employees, fostering strategic communication, encouraging proactive connections, allowing boundaries, and leveraging technology, businesses can create a thriving, resilient culture. These efforts not only enhance well-being and productivity, but also drive overall organizational success. In embracing these strategies, companies can navigate the complexities of hybrid work and emerge stronger, more adaptable, and poised for future challenges.

About the Author

Beth Benatti Kennedy has more than twenty-five years of experience as a leadership and team coach, resiliency-training expert, and speaker. Beth is also the best-selling author of Career ReCharge: Five Strategies to Boost Resilience and Beat Burnout and co-author of ReThink Resilience: 99 Ways to ReCharge Your Career and Life. 

The post Five Strategies for Building Resilience in a Hybrid Work Life Environment  appeared first on The European Business Review.

 Is hybrid work dying?  

• Apple told workers they had to return to the office at least three days a week  
• BlackRock mandated employees return to the office four days a week.  
• Amazon will be pulling the plug on remote work starting next year. 

While some companies are advocating for a return to the office to enhance collaboration and culture, employee preferences tell a different story: 

• Universum’s research: 1 in 3 young professionals would be less interested in a company without remote work options. 
• 2024 Engineering Management Institute & Actions prove study: 46% of employees would leave their job if remote work was no longer offered. 
• Workforce 2024 Report: 75% of professionals consider workplace flexibility and remote work essential. 

As a founder of a global company, I fully support the concept of working from anywhere, as talent knows no borders and physical offices don’t drive productivity. Want to attract the best talent? Play by majority rules. In 2024, flexible hours alone aren’t enough. The ability to work from anywhere is increasingly important. In fact, 75% of our professionals state that working flexibly and from any location is crucial to their job satisfaction. This demand isn’t limited to a select few—it spans across all job levels and industries. Remote work may have eliminated physical boundaries, but it’s the structure within a company’s culture and communication that keeps teams aligned, motivated, and thriving. By giving employees control over where and how they work, the companies create a culture that values trust, autonomy, and results.

At the core of any successful workplace lies the ability to make employees feel genuinely valued—through fair compensation, job security, recognition, accountability, and genuine care. In today’s increasingly remote workforce, the role of HR teams has become even more vital. Building a strong corporate culture and ensuring seamless, transparent communication are crucial to driving long-term success. Here’s why these two areas have become mission-critical in the remote era: 

Communication: The Bridge Between Remote Teams 

Internal communication isn’t just a function—it’s the lifeblood of the organization. Transparent, clear, and timely messaging keeps teams aligned, engaged, and connected. A strong internal communications strategy is essential, not only to relay updates but to build a sense of belonging within dispersed teams. 

For remote workers, how they perceive the company and its culture often comes down to the messages they see on a screen. Without the casual interactions that happen naturally in an office—like coffee breaks, after-work activities, or spontaneous Friday gatherings—employees are left with fewer organic touchpoints to feel the company’s culture. This is where communication steps in as the glue that binds it all together. 

The tone of voice matters. Authenticity matters. Testing new formats to grab the attention matters. Great initiatives lose their impact if they aren’t communicated effectively, and this is something leadership needs to prioritize as remote work continues to evolve. 

Rethinking HR Strategy 

HR teams must take a more strategic, proactive approach to stay ahead of shifting market trends and align these changes with the evolving needs of employees. In today’s workplace, employee well-being is no longer a secondary concern—it’s a central pillar of a successful company. The modern HR playbook includes not only competitive benefits but also behavioral health support and personalized experiences that engage employees on a deeper level. 

There’s a growing shift from simply measuring Return on Investment (ROI) to emphasizing Value on Investment (VOI), where the health, culture, and well-being of the workforce are viewed as key drivers of organizational success. I am the ambassador of the idea that a healthy, engaged team is more productive and innovative in the long run. 

Let me share a real example of how we prioritize employee well-being. We organize annual workations in different exotic locations, where we bring together our global team at a corporate villa. Every year, we switch destinations. Last time, we gathered colleagues from Latin America, Europe, and Asia for a winter workation in Sri Lanka. It’s more than just a getaway—it’s an opportunity for team bonding, creativity, and re-energizing in an inspiring environment, blending work with the experience of a new culture. 

This is a prime example of Value on Investment (VOI). The feedback has been overwhelmingly positive—these workations allow employees to break free from the daily routine, meet colleagues in person they typically only see on a screen, and form deeper connections. It’s a powerful way to foster team cohesion, boost creativity, and reinforce a sense of belonging. 

In addition to workations, we’ve introduced retreat programs focused on well-being. These programs offer an escape from routine to a country recreation complex, emphasizing yoga, spa treatments, meditation, reading, and team-building activities. They provide employees with the opportunity to recharge both physically and mentally. It’s a holistic approach to care, ensuring that our team returns to work feeling refreshed, motivated, and inspired.

Reflecting on current wellbeing trends, it’s clear that companies must prioritize holistic health and flexibility for their teams. Mental health support has become essential; it’s no longer just about offering remote work but creating the infrastructure for employees to thrive in it. I strongly believe that providing employees with the tools to establish a productive home office is fundamental. This includes offering a budget for setup, along with perks like lunch compensation, sport and hobby allowances, learning opportunities, and access to wellbeing sessions. While creativity in these benefits is limitless, corporate budgets aren’t. Therefore, it’s crucial to listen closely to employees and ensure their most important needs are met, forming the foundation for a well-supported, engaged workforce. 

In conclusion

Remote, hybrid or office is the choice of every company. According to my experience adapting clear communication, regular check-ins, fostering accountability, setting sharp goals, building a strong team culture, prioritizing employee well-being help to grow business even in a remote mode. Remember that your team is your most important asset. Good luck!

About the Author

Solomon Amar is the Founder and CEO of ALLSTARSIT, a global outstaffing company that bridges the gap between talent and tech companies. With over 25 years of experience, he has a proven track record in building high-performing teams worldwide. Since 2004, Solomon has assembled a diverse team of over 1,000 experts, partnering with more than 100 tech companies—from ambitious startups to Fortune 500 giants—to drive business transformation and reshape the tech landscape.  

The post Work from Anywhere, Connect Everywhere: Strengthening Remote Ties  appeared first on The European Business Review.

This article examines the integration of Everyday AI with Digital Employee Experience (DEX) frameworks to enhance operational efficiencies and workforce satisfaction. It discusses the strategic implications of AI-driven DEX strategies on organisational productivity and presents examples demonstrating the potential for improved workplace dynamics.  

With businesses under pressure to boost efficiency and retain top talent, Gartner forecasts that Everyday AI and Digital Employee Experience (DEX) will reach mainstream adoption in just two years. This shift will fundamentally reshape how employees engage with technology, streamline operations, and drive business performance.  

To stay competitive, organisations must focus on improving DEX by eliminating digital friction and advancing workplace digital skills. Here we explore how integrating Everyday AI into DEX strategies creates a seamless, productive work environment.  

When aligned with a well-optimised DEX strategy, Everyday AI tools reduce friction, enhance employee satisfaction, and improve productivity. These tools proactively assist with workflows, analyse data, predict outcomes, and support both individual and team performance.  More than just freeing up time, AI actively supports employee growth and skills development, which is key to digital dexterity.  

Digital dexterity refers to employees’ ability to swiftly adapt to and fully benefit from digital technologies, a critical factor in reducing friction and enhancing the overall employee experience. By fostering digital dexterity, organisations position DEX as a strategic driver of long-term growth and innovation. 

In addition to streamlining workflows, organisations are using DEX strategies and AI-driven insights to optimise software usage and reduce operational costs. For example, several institutions saved between $60,000 and over $4 million by identifying unused software licences across their enterprises. By eliminating unnecessary costs, AI tools free up budgets for strategic initiatives while ensuring that employees have access to the right digital tools, enhancing both productivity and resource efficiency. 

A specialty chemicals company with a globally dispersed workforce significantly improved its digital employee experience by adopting a DEX platform. This solution not only enhanced IT compliance and streamlined end-user management across its 40 sites but also enabled proactive IT issue resolution, resulting in smoother operations and fewer disruptions. This case highlights how tailored AI solutions can transform the efficiency and productivity of large, complex IT environments, driving notable gains in both employee satisfaction and operational performance. 

Such improvements directly contribute to organisational benefits too. Organisations with excellent employee experiences have 25% higher customer satisfaction and 21% higher profitability, while mitigating the 36% of employees reporting that they have considered leaving an employer due to poor digital experiences. As DEX is a substantial part of the overall employee experience, strategies aimed at optimising digital user experience, system performance, and employee engagement with technology are essential.  

Building strategies to improve DEX 

The best approach to the challenges of measuring, improving and using DEX technology to boost productivity and deliver against business outcomes is with a data-driven and user-centric methodology. Sophisticated DEX monitoring tools should track system performance and capture extensive data on how digital tools are used.  

AI-powered DEX platforms collect data from thousands of endpoints every few seconds, providing real-time insights into application performance, device health, and user interactions. These AI-driven insights, rich in depth and breadth, are critical for decision-making, helping organisations understand the user experience, identify bottlenecks, and optimise digital tools to support employee tasks more effectively. 

AI and machine learning (ML) can continuously analyse real-time DEX data, uncovering patterns and detecting anomalies. Through these insights, organisations can proactively identify which technologies enhance productivity and where improvements are needed. For example, one large bank reduced service desk calls by 25% and saved $300,000 annually using AI-driven tools to resolve system issues before employees even encountered them. This demonstrates the significant potential for cost savings and efficiency improvements through AI-enhanced DEX strategies, leading to a more seamless and productive work environment. 

Further improvements include optimising software configurations, streamlining workflows, or upgrading hardware. By addressing these points of digital friction, companies are unlocking new levels of employee productivity. To fully capitalise on this opportunity, continuous feedback loops must be established to ensure DEX strategies are regularly adjusted to meet evolving employee needs. 

Integrating Everyday AI into DEX 

The integration of Everyday AI into DEX strategies is a game changer. Intelligent AI-driven support systems, for instance, can derive insights from large data sets, enabling tech teams to make dynamic fixes and updates without employees’ noticing—allowing them to focus on more strategic initiatives.  

AI tools learn from user interactions and adapt to individual preferences, thereby improving the overall employee experience. By aligning AI tools with specific tasks and roles within the organisation, each employee has the best tools for their specific needs, enhancing efficiency and effectiveness. 

One practical example is IT support. 24/7 AI-powered chatbots and virtual assistants reduce wait times, diagnose common technical issues, and provide step-by-step solutions. Natural Language Processing (NLP) AI support can respond to employee queries in personalised, intuitive language, enhancing user satisfaction. 

AI also automates routine support tasks, such as creating and prioritising tickets based on  severity and impact. AI algorithms can analyse incoming support tickets and automatically route them to the appropriate department or the most qualified agent, streamlining workloads. AI can also analyse device data to predict potential failures and proactively recommend maintenance or alert employees. This level of personalised support, delivered by a combination of Everyday AI and DEX, both improves employee satisfaction and also enhances the efficiency of the support process. 

Within the next two years, businesses that fail to adopt Everyday AI and DEX risk falling behind competitors already reaping the benefits of improved employee satisfaction, operational efficiency, and innovation. Delaying adoption not only increases the likelihood of talent loss and higher operational costs, but also jeopardises long-term growth. Digital dexterity, empowered by DEX and AI, is key to driving innovation and scaling new technologies across the organisation. By future-proofing the workforce’s interaction with technology and enhancing adaptability, DEX becomes a critical enabler of sustained success. Everyday AI plays an increasingly strategic role in this transformation. The future of work is here—are you ready to lead the change?

About the Author

Chanel Chambers is a seasoned marketing leader in the software industry, having navigated diverse companies from Series A startups to publicly-traded giants like Microsoft. As Lakeside Software‘s VP of Product Marketing, she brings a wealth of experience successfully executing go-to-market strategies with close alignment among Sales, Customer Success, Product, and Marketing teams to drive impactful business outcomes.

The post Enhancing Digital Workflows: The Strategic Role of Everyday AI and DEX  appeared first on The European Business Review.

You’ll explore 15 hand-picked products and services to improve your room, from shipping insurance to kitchen appliances. Get ready to create and innovate in an environment sure to spark joy, encourage focus, and manage stress. Start the journey today.

1. Sail Through Your To-Do List With Cabrella’s Shipping Insurance

Efficient WFH setups aren’t just about ergonomic chairs or high-speed internet. Rather, they should also ensure the smooth flow of goods, especially if your business requires regular shipping. That’s where Cabrella’s shipping insurance comes in handy to help you sail through the day with ease and confidence.

Cabrella offers comprehensive insurance that protects against potential losses or damages. This service offers peace of mind and lets you focus on your tasks without worry. With their innovative platform, you can easily integrate your eCommerce systems, manage claims, and track shipments.

As you revitalize your workspace, remember to fortify your processes. After all, a truly efficient workplace should cover all your bases — even ones across the sea.

2. Call the Shots With Zoom’s Cloud Call Center

Nowadays, flawless communication is the lifeline of any company, and an office is no exception. High-quality, reliable, and efficient tools are essential, and Zoom’s cloud call center can guarantee you’ll always be connected.

Zoom’s cloud call center provides an all-in-one solution for your communication needs, offering features like video meetings, voice calls, and chat. With its user-friendly interface and multitude of features, you can easily drive customer loyalty, improve the agent experience, and engage with clients, all from the comfort of your office.

Zoom’s cloud call center is also designed to adapt to your specific needs. If you’re a freelancer managing multiple clients or a team lead coordinating with a remote workforce, it provides a flexible and scalable solution. 

As you strive to revitalize your workroom, remember that effective comms are key. With Zoom, you’ll be able to connect with everyone you need to make your workday as productive as possible.

3. Strive for Efficiency With Custom Goods

Remote work makes it easy to feel like you have to manage everything alone. That being said, there’s a trusted team at Custom Goods you can rely on to streamline your supply chain and help your business run smoothly. With over 60 years of experience, they’re ready to apply their expertise to your company to let it thrive.

Their impressive infrastructure is one of the main reasons you should trust them to manage some of your business operations. With more than 30 warehouses containing seven million square feet of space, they can handle all your inventory, even as your company grows. 

They also have seven gateways across multiple regions, so you can sleep easy knowing they’ll quickly get your stuff where it needs to go. Regardless of your business’s industry, from healthcare to aerospace, they’re ready to assist you in achieving operational excellence. 

Moreover, when you rely on Custom Goods, you’re making a thoughtful choice for your company and the planet. Their commitment to sustainable practices has led to the development of solar-powered facilities, a fleet of electric vehicles, and eco-packaging. 

4. Support Your Productivity With BUBS Naturals’ Collagen Peptides Powder

Revitalizing your place involves planning the physical space and investing in your health, directly influencing your productivity levels. BUBS Naturals’ collagen peptides powder can help you achieve this goal because it offers a straightforward, effective way to support your wellness.

Collagen peptides powder is a supplement designed for your well-being. It’s brimming with essential amino acids that support your skin, hair, and nail health. By incorporating this supplement into your daily routine, you’re setting the stage for glow from the inside out. And when you look good, you feel good.

Don’t forget to factor in your wellness as you start to revamp your workspace. With BUBS Naturals, you’re investing in a supplement that will maintain your well-being and promote a positive working experience.

5. Stay Inspired by Fashion With Editorialist’s Recommendations

In your quest to create the perfect WFH setup, it’s important to consider how you’ll look in your new and improved space. Editorialist, a digital platform that blends personal styling, content, and shopping into one immersive experience, can fuel your inspiration, keep you at the forefront of luxury fashion, and assist you in arriving at your next meeting styled and confident.

Editorialist provides authority-backed style recommendations. With a team of experienced editors, stylists, and tastemakers, you can access well-researched articles and browse informed product guides.

This continuous stream of fresh, high-quality content can spark creativity and add an extra layer of enjoyment to your workday. Editorialist can also deliver a personalized, white-glove experience that connects luxury shoppers directly with top-notch stylists and editors. 

As you revitalize your workplace, think about incorporating platforms like Editorialist into your routine. It will let you turn any place into an environment that inspires, motivates, and aligns with your personal style and aspirations.

6. Make Things Chic and Clean With Tumble’s Washable Rugs

A refreshing and inspiring workspace is as much about aesthetics as functionality. Selecting the right decor enhances the look of your office and contributes to how you feel about working in it. That’s where Tumble’s washable rugs come into play, offering a cool, practical way to keep your workplace tidy and stylish.

Tumble’s washable rugs are designed for functionality and sophistication. They come in various designs, colors, and sizes to suit any room and add a touch of warmth. These rugs are also incredibly easy to clean. With a simple toss in your washing machine, you can keep it looking as good as new, ensuring your workroom remains inviting.

Consider adding a washable rug from Tumble to your decor. It can reflect your personality while maintaining a high standard of cleanliness.

7. Streamline Contracts With LexCheck’s AI Contract Review Software

Efficiency is always vital at your job, especially if your job involves handling contracts. Traditional reviews can be time-consuming and prone to human error. Thankfully, LexCheck’s AI contract review software is a smart solution to streamline your management process.

LexCheck employs advanced artificial intelligence to review contracts quickly and accurately, saving time and improving the quality of your work. It can identify potential risks and suggest improvements, effectively becoming a virtual legal assistant. This means you can focus more on strategic tasks instead.

Upgrading your office can be a smoother process if you integrate LexCheck’s software into your workflow. With LexCheck, you can transform your entire review system and make your workplace a productivity hub.

8. Embrace Email Marketing With Opensend’s Retargeting Tool

At a time when digital communication reigns supreme, staying connected with your clients or customers is more important than ever. That’s especially true when working remotely, where face-to-face interactions are limited. Opensend, a dynamic real-time retargeting tool, can bridge this gap by ensuring effective engagement with your audience.

Opensend offers a distinct method for growing your email lists and re-engaging your customers. It harnesses the power of data to better understand and connect with your audience. For example, you can capture the emails of anonymous visitors, giving you the opportunity to turn casual browsers into potential customers.

Integrating Opensend into your digital toolkit may be a great addition to your new setup. With their email marketing tool, you can create meaningful connections, communicate effectively, and lay the groundwork for customer engagement.

9. Create a Soothing Atmosphere With Snif’s Scented Candles

Cultivating an inviting atmosphere is necessary if you want to make your house a space where business flourishes. One simple but effective way to achieve this effect is by introducing scented candles into your workplace. Snif’s scented candles are a perfect blend of soothing aromas that are sure to improve your WFH experience.

Snif’s scented candles come in various fragrances, each designed to create a specific atmosphere. When you’re looking for a scent to invigorate your senses during a long day or a soothing aroma to help you unwind during breaks, there’s a Snif candle for you. They can also add a touch of elegance to your workroom aesthetic.

Snif provides an effortless method for creating a calming ambiance that will keep you in the zone all day long. The perfect place should look good and stimulate your senses with a focused environment. With a scented candle, that goal is within reach.

10. Set the Scene With Pepper Home’s Custom Curtains

Crafting an office is a lot like staging a theatrical production—you have to set the scene for a good day. Its atmosphere can significantly impact the quality of your day. Pepper Home’s custom curtains can create a functional, aesthetically pleasing, and cohesive workspace to get your creative juices flowing.

Pepper Home’s curtains are designed to transform your place of work into a personalized one. Available in multiple designs, colors, and fabrics, they allow you to add a touch of style to your decor. The right one can also impact the lighting in your room and create an environment conducive to deep concentration.

These curtains provide a simple yet effective means for developing the perfect work setup, enhancing its look and feel. They can reflect your personality and improve work performance. With Pepper Home, you can design one that does both and so much more.

11. Keep Your Dog Calm With ElleVet Sciences’ Dog CBD

Arguably, one of the best parts about working from home is that you get to spend more time with your dog. During this extra time spent together, you may notice your dog struggling with stress, skin issues, neuro and cognitive woes, or joint discomfort. 

If your pup needs a little TLC, ElleVet Sciences’ dog CBD may be able to help. As the only CBD + CBDA product that has been proven to work in multiple clinical trials, you can rest assured knowing that the products from ElleVet Sciences will provide your dog with the highest quality dog CBD possible. Choose from soft chews, soft gels, and tinctures to find a product that will work for you and your pup.

For example, if you need to have people coming into your home to work on your home office remodel or are moving a lot of furniture around, it may be a distressing change of routine for your dog. With ElleVet Sciences’ dog CBD, you can help support them in times of situational stress.

Instead of spending your workday worried about your furry family members, give yourself some peace of mind with ElleVet Sciences and feel good about getting back to your daily grind.

12. Maximize Your Space With Eden’s Hot Desking Software

Space management is essential, especially on days when you go into the office or if the rest of your team works in person. That’s why finding a way to organize and allocate space efficiently can be a game-changer. Eden’s hot desking software provides a smart solution to let you maximize your workspace and ensure everyone has a spot when they need it.

Eden’s hot desking software is designed to simplify office management. With its intuitive interface, you can easily allocate desks on an as-needed basis. This will help you create a flexible, dynamic workspace that adapts to your needs and promotes productivity, even on days when you don’t have the luxury of working remotely.

13. Customize Your Furniture With Coley Home

An inspiring office requires furniture that serves your functional needs and reflects your unique identity. Coley Home can give you an assist by providing high-quality, custom furniture to upgrade your workspace into a personalized and professional one.

Coley Home brings customization into the modern era, combining made-to-order personalization with fast turnaround times and convenient delivery options. This means you can design furnishings that perfectly suit your workroom while enjoying a hassle-free purchasing process.

14. Stay Active With WalkingPad’s Mini Foldable Walking Treadmill

Maintaining physical activity is essential, even when you don’t have to leave the house for your job. With WalkingPad’s mini foldable walking treadmill, staying active can be a simple part of your WFH routine. This compact and foldable treadmill fits perfectly into any setup and will give you an easy means of incorporating movement into your day.

WalkingPad’s treadmill can also increase your productivity. Research suggests that regular physical activity can support mental alertness and creativity. Integrating this treadmill into your workspace can help stimulate your brain and make your office a place where your wellness is a top priority.

15. Brew It Up With Krups’ Stainless Steel Electric Kettle

Nothing jumpstarts a morning quite like a good brew. With Krups’ stainless steel electric kettle, making your favorite hot beverage will be quick and easy. This kettle combines efficiency and elegance, offering a practical solution for your home office needs.

Krups’ kettle can cultivate a ritual to refocus your energy. Brewing and savoring a hot drink can serve as a mindful break that doesn’t involve the distraction of screens. With Krups, you can brew your way to a more productive workday.

Your Revitalized Workspace Awaits

Upping your WFH game goes beyond just rearranging furniture. It’s about creating an environment that stimulates efficacy, encourages wellness, and reflects your personal style. From ensuring seamless communication to keeping up with physical activity, each product or service on this list will bring something special to your work. 

As you enter this period of transformation, don’t forget that you should cater to your specific needs and preferences. Craft a workplace that’s perfect for you and you alone, one that inspires and makes “going into the office” something you look forward to.

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The Rise of Hybrid Work Models

Flexibility as a Standard

One of the most significant trends emerging from the remote work revolution is the hybrid work model. This model allows employees to split their time between working from home and the office. Companies like Google, Microsoft, and many others have already embraced this approach, recognizing the benefits of flexibility. Employees appreciate the ability to manage their work-life balance more effectively, while employers benefit from increased productivity and employee satisfaction.

Technology as an Enabler

The success of hybrid work models heavily relies on technology. Tools like Zoom, Microsoft Teams, and Slack have become indispensable for facilitating communication and collaboration. In addition, advancements in cloud computing and cybersecurity are making it easier for businesses to support remote work without compromising on data security.

Just as an online casino in New Zealand leverages advanced technology to provide a seamless and secure gaming experience, businesses must invest in robust technological solutions to ensure the success of their remote and hybrid work models.

The Evolution of Office Spaces

Redesigning for Collaboration

As remote work becomes more prevalent, the traditional office space will undergo significant changes. Offices will be redesigned to foster collaboration and social interaction rather than serving as primary workspaces. Expect to see more open layouts, flexible workstations, and areas specifically designed for team meetings and brainstorming sessions.

Satellite Offices and Co-Working Spaces

Another trend is the rise of satellite offices and co-working spaces. Instead of maintaining a single, large headquarters, companies may opt for smaller offices in multiple locations to reduce commute times and provide employees with more flexible work options. Co-working spaces will also become more popular, offering a convenient solution for remote workers who occasionally need a professional environment outside their homes.

Emphasis on Employee Well-Being

Mental Health Support

The shift to remote work has highlighted the importance of mental health and well-being. Employers are increasingly recognizing the need to support their employees’ mental health through initiatives such as virtual wellness programs, access to mental health resources, and promoting a healthy work-life balance.

Physical Health and Ergonomics

Remote work can also pose challenges to physical health, with many employees working from makeshift home offices that may not be ergonomically sound. Companies will need to invest in resources and training to help employees set up comfortable and productive workspaces at home. This might include providing ergonomic furniture, offering virtual ergonomic assessments, and encouraging regular breaks and physical activity.

The Global Talent Pool

Expanding Hiring Horizons

Remote work has broken down geographical barriers, allowing companies to tap into a global talent pool. Businesses can now hire the best talent regardless of location, leading to more diverse and inclusive teams. This trend also benefits employees, who have access to job opportunities that were previously out of reach due to location constraints.

Challenges of Managing Remote Teams

While access to a global talent pool offers many benefits, it also presents challenges in managing remote teams. Companies will need to develop strategies for effective communication, collaboration, and cultural integration. This may include investing in cross-cultural training, leveraging collaboration tools, and establishing clear expectations and processes for remote work.

Data Security and Privacy

Increased Focus on Cybersecurity

As remote work becomes more widespread, data security and privacy will be paramount. Businesses must invest in robust cybersecurity measures to protect sensitive information and prevent data breaches. This includes implementing secure communication tools, conducting regular security audits, and training employees on best practices for data security.

Privacy Concerns

With the increase in remote work, privacy concerns will also come to the forefront. Companies will need to strike a balance between monitoring productivity and respecting employees’ privacy. Transparent policies and clear communication about data collection and usage will be essential in maintaining trust and compliance with privacy regulations.

The Future of Remote Work: A Dynamic Landscape

Adapting to Change

The future of remote work is dynamic and ever-evolving. Businesses and employees will need to remain flexible and adaptable as new trends and technologies emerge. Continuous learning and development will be crucial for staying ahead in this rapidly changing environment.

Embracing Opportunities

While remote work presents challenges, it also offers numerous opportunities for growth and innovation. By embracing the benefits of remote work, such as increased flexibility, access to a global talent pool, and improved work-life balance, businesses can create a more resilient and competitive workforce.

Conclusion

The future of remote work is bright and full of potential. As businesses navigate this new landscape, they must prioritize flexibility, employee well-being, and robust technological solutions to succeed. By staying ahead of the trends and embracing the opportunities presented by remote work, companies can build a more sustainable and thriving future for their workforce.

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What challenges do working mums face today? 

The challenges are the same as they’ve always been. And I’m sorry that I have to say that.  

Despite societal attitudes shifting, women still assume the largest burden of childcare. One in ten mothers in the UK quit their jobs due to childcare pressures, while two-fifths have turned down a promotion for the same reason. And it’s no surprise that, despite increased efforts to reduce financial disparity between men and women, working mothers are still more likely to feel the pinch of childcare costs. 

That’s not to say there haven’t been important strides made. For all the pressures that it caused, the pandemic proved an accelerator for greater empowerment for working mothers – and working dads who want to spend more time with their children – when it came to flexible working arrangements. 

So while we have made great strides in narrowing the gender gap, when a woman becomes a mother the glass ceiling comes into sharper focus. 

What changed during the pandemic? 

The immediate pressure on working parents during the early days of 2020 obviously greatly increased. I struggled to balance running a company while both my young daughters were in lock-down and many team members had similar challenges. 

But the pandemic highlighted that homeworking was not the productivity killer that many leaders had assumed it was. It confirmed for some a belief I fostered from an early stage at GingerMay, that working parents can meet their childcare commitments while delivering the highest possible standards of work when given the flexibility to work remotely. Most of all, it shook out some of the presenteeism mindset that dominated many companies. 

More and more companies are enacting ‘return to office’ policies. How do you see this impacting working parents? 

It’s a real shame to see this reversal. The decision taken by the likes of Boots, Goldman Sachs, and – ironically – Zoom to make staff come back into their offices five days a week is incredibly shortsighted and significantly impacts working parents. Though two-thirds of CEOs think staff will return to the office five days a week, this regression would be hugely damaging to work/life balance and parents’ ability to fulfil personal and professional roles. Only a third (31%) of working mothers currently have access to the flexible working arrangement they need, stricter attendance policies will only make this worse. 

I was shocked to discover how difficult it is to balance childcare, long-commutes and work commitments. The inflexibility of my employers was appalling and spurred me to create a different paradigm. I set up GingerMay with flexible working built into its core to help ensure that working parents didn’t need to make a choice between their kids and career. We have members of our team that take time blocked out every day to do the school run, then return to work. They’re just as valuable to the company as someone who is in the office and working more traditional hours.  

Ultimately this demand for a return to the office is a gigantic step back and business owners have a responsibility to ensure that experienced and talented individuals are not driven out of the workforce, particularly when companies are still struggling to find the right candidates.  

How can this change be reversed?  

CEOs need to change their mindset from an outdated bums-on-seats approach to a more holistic and data-driven way to measure the performance of staff. Outputs and results are far more meaningful than what time you get into the office. We’ve found that by empowering staff to work how and where they want, we achieve greater results more efficiently. 

Flexibility must not just be a box-ticking exercise. I’ve seen companies talk loudly about their flexible work policies, but the truth is that many are less than accommodating. Speak to your staff, find out what they actually need from a flexible working package, and work with them to make it a reality. 

What advice would you give to working mothers? 

For working mothers the most important thing is to remember your worth. I know from experience that this is not always easy and that finding work/life balance can be tough. But be confident in the value you can bring to your company. While looking for workplaces that offer flexible working as standard is obviously important, keep in touch with legislation to protect working parents, such as the UK Flexible Working Bill which allows new employees to request flexible working from day one of a new job. 

Executive Profile

Victoria Usher is Founder and CEO of GingerMay, a multi-award-winning global agency for integrated B2B tech communications. Victoria has received national acclaim for her commitment to flexible working, winning the Leadership Award at the UK Company Culture Awards 2024. 

The post ‘Know your Worth’: Victoria Usher on the Challenges for Working Mums appeared first on The European Business Review.

AI-Powered Features

AI-powered features have revolutionized the quality of audio-video conferencing solutions by introducing advanced capabilities that enhance the overall meeting experience. The algorithms can identify and suppress background noise, such as keyboard typing, background chatter, or traffic sounds, resulting in clearer audio for participants. Additionally, AI-based translation services can translate conversations into multiple languages, facilitating communication among diverse teams or international participants. AI-driven virtual assistants can analyze participants’ schedules, preferences, and previous interactions to suggest optimal meeting times, agenda items, and action points, streamlining the meeting planning process and maximizing productivity. Moreover, the gesture recognition technology enables participants to interact with virtual whiteboards or share content using hand gestures, creating a more immersive and interactive meeting experience. 

Immersive Meeting Experiences

Virtual reality (VR) immersive meeting experiences represent a cutting-edge advancement in audio-video conferencing solutions, offering a transformative approach to remote collaboration. By leveraging VR technology, these solutions provide participants with a sense of presence and immersion beyond traditional video conferencing, thereby enhancing the overall quality of the meeting experiences. The heightened immersion fosters greater participant engagement, leading to more active participation, enhanced focus, and improved overall communication. VR immersive meeting experiences enable participants to communicate nonverbally in a more natural and intuitive manner. Gestures, body language, and facial expressions are captured and conveyed in real time, facilitating more meaningful and nuanced interactions. Whether it’s hosting virtual conferences, training sessions, or product demonstrations, VR immersive meeting experiences create memorable experiences that leave a lasting impression on attendees. In conjunction, VR technology enables more equitable participation in meetings and events due to the immersive experiences that transcend physical limitations. 

Enhanced Security Features

Enhanced security features play a crucial role in improving the quality of audio-video conferencing solutions by safeguarding sensitive information, ensuring privacy, and maintaining the integrity of communication channels. Enhanced security features, including end-to-end encryption and secure data transmission protocols, help safeguard against potential data breaches or leaks, thereby preserving the confidentiality and integrity of sensitive information exchanged during meetings. By implementing robust security measures and transparent privacy practices, conferencing providers can instill confidence among users, reassuring them that their sensitive information is protected and their privacy is respected. This, in turn, enhances user satisfaction and promotes broader adoption of conferencing solutions within organizations. Security compliance with authorized regulations mitigates legal risks and fosters trust and confidence among stakeholders.

Mobile Optimization

Mobile optimization is a key component in enhancing the quality of audio-video conferencing solutions by addressing the unique needs and challenges of users who rely on smartphones and tablets for communication and collaboration. Mobile-optimized interfaces are designed to provide an intuitive and seamless user experience tailored specifically for smaller screens and touch-based interactions, ensuring that participants can easily navigate the conferencing app, join meetings, and access essential features. Conferencing apps optimized for mobile devices prioritize power efficiency to minimize battery consumption and extend device battery life during prolonged meetings or calls. The optimization process also ensures compatibility with a wide range of mobile devices, operating systems, and screen sizes, allowing users to access the conferencing solution seamlessly regardless of their device preferences. 

Improved AV quality 

Improved audio-video (AV) quality represents a significant development in audio-video conferencing solutions, revolutionizing how individuals and organizations communicate and collaborate. High-definition video ensures that facial expressions, body language, and visual presentations are conveyed accurately, fostering better engagement and understanding among participants. Advanced AV solutions leverage optimized network protocols, adaptive bitrate streaming, and error correction techniques to minimize latency and packet loss, ensuring smooth and uninterrupted video and audio transmission even over unreliable networks. AV conferencing solutions deliver optimal performance across diverse environments by dynamically adjusting compression levels based on network conditions and device capabilities. 

Hybrid Workforce Support

Advanced audio-video conferencing solutions enable remote employees to seamlessly participate in meetings and collaborate with their in-office counterparts. High-definition video and crystal-clear audio facilitate effective communication, ensuring remote workers feel engaged and included in discussions and decision-making processes. AV solutions offer a range of meeting formats, including virtual meetings, conference calls, and webinars, allowing teams to collaborate effectively regardless of their physical location. Virtual meeting spaces and digital collaboration platforms are becoming increasingly sophisticated, offering features such as virtual whiteboards, screen sharing, and real-time document editing. These tools replicate the experience of in-person meetings, enabling hybrid teams to brainstorm ideas, collaborate on projects, and share information as if they were in the same physical space. Virtual meeting spaces and digital collaboration platforms offer tools and gadgets that replicate the experience of in-person meetings, enabling hybrid teams to brainstorm ideas, collaborate on projects, and share information as if they were in the same physical space. Furthermore, audio-video conferencing solutions promote employee well-being and work-life balance by enabling employees to work remotely without sacrificing connectivity or collaboration. Hybrid work models empower employees to design their work schedules around their personal commitments and preferences, leading to higher job satisfaction and productivity.

Conclusion

As we navigate the latest trends in audio-video conferencing solutions, it’s evident that technology continues to revolutionize how we connect, collaborate, and communicate in today’s dynamic work environment. From the rise of hybrid workforce support to the integration of AI-powered features and the emphasis on security and flexibility, these trends are reshaping the future of remote and hybrid work. By staying abreast of these developments and leveraging innovative solutions, organizations can foster seamless collaboration, enhance productivity, and adapt to the evolving needs of a modern workforce.

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As the remote work trend continues to gain momentum, organizations must develop robust strategies for remote employee onboarding. By doing so, they can ensure a seamless transition for new hires, foster a sense of belonging, and maintain productivity and efficiency throughout the onboarding process.

Challenges of Remote Employee Onboarding

Onboarding remote employees presents several challenges that organizations must address. One of the primary concerns is the lack of face-to-face interaction, which can make it difficult to establish personal connections and foster a sense of belonging within the company culture. Additionally, remote onboarding may pose logistical challenges, such as ensuring that new hires receive the necessary equipment, access to systems, and training materials in a timely manner.

Another challenge is the potential for miscommunication or misunderstandings due to the lack of in-person interactions. Without the ability to read body language or engage in casual conversations, it can be harder to convey information effectively and build rapport with new team members.

Furthermore, remote onboarding may require additional efforts to ensure that new hires understand the company’s values, mission, and expectations, as well as their specific roles and responsibilities within the organization.

Benefits of Remote Employee Onboarding

Despite the challenges, remote employee onboarding also offers several benefits that organizations should consider. One significant advantage is the ability to streamline the onboarding process by leveraging digital tools and platforms. This can lead to increased efficiency, reduced costs, and a more consistent onboarding experience for new hires.

Additionally, remote onboarding can provide greater flexibility for both the organization and the new employee. New hires can complete onboarding tasks at their own pace and in a comfortable environment, potentially leading to better retention of information and a smoother transition into their new roles.

Moreover, remote onboarding can help organizations tap into a broader talent pool, as they are no longer limited by geographical constraints. This can lead to a more diverse and skilled workforce, which can ultimately contribute to the organization’s success.

Best Practices for Remote Employee Onboarding

To overcome the challenges and capitalize on the benefits of remote employee onboarding, organizations should adopt best practices tailored to this new paradigm. Here are some effective strategies to consider:

• Develop a structured onboarding plan: Create a comprehensive onboarding plan that outlines the key milestones, tasks, and deliverables for new hires. This plan should be communicated clearly and consistently to ensure a smooth and organized onboarding experience.
• Leverage technology and digital tools: Utilize video conferencing platforms, online training modules, and employee recognition tools to facilitate communication, training, and knowledge sharing during the onboarding process. These tools can help bridge the gap created by the lack of in-person interactions.
• Assign an onboarding buddy or mentor: Pair new hires with experienced employees who can serve as mentors or onboarding buddies. These individuals can provide guidance, answer questions, and help new team members navigate the company’s culture and processes.
• Foster virtual team-building activities: Organize virtual team-building activities or social events to help new hires connect with their colleagues and feel part of the team. These activities can help build rapport and foster a sense of belonging within the organization.
• Provide regular feedback and support: Implement regular check-ins and feedback sessions to ensure that new hires are progressing smoothly through the onboarding process. Address any concerns or challenges they may be facing and provide the necessary support and resources.
• Emphasize company culture and values: Ensure that new hires understand the company’s culture, values, and mission from the outset. Incorporate these elements into the onboarding process through virtual presentations, interactive sessions, or other engaging activities.
• Offer ongoing training and development opportunities: Provide new hires with access to ongoing training and professional development resources. This can help them continuously enhance their skills and knowledge, even in a remote work environment.

Importance of Remote Work Security Practices

Remote work security practices are crucial for organizations to protect their data, systems, and intellectual property. As employees access company resources from various locations and devices, the risk of security breaches and cyber threats increases. Implementing robust security measures is essential to ensure the confidentiality, integrity, and availability of sensitive information.

One key aspect of remote work security practices is the implementation of secure communication channels and collaboration tools. Organizations should provide employees with secure video conferencing platforms, messaging applications, and file-sharing solutions that offer end-to-end encryption and robust access controls.

Additionally, organizations should enforce strong password policies, multi-factor authentication, and regular software updates to mitigate the risk of unauthorized access and cyber-attacks. Providing cybersecurity awareness training to employees is also crucial, as they play a vital role in identifying and preventing potential security threats.

Understanding Mobile Device Management (MDM)

The definition of MDM is a crucial component of remote work security practices. MDM refers to the software and tools used by organizations to monitor, manage, and secure mobile devices, such as smartphones and tablets, that employees use to access company data and resources.

MDM solutions enable organizations to enforce security policies, manage device configurations, and remotely control and monitor mobile devices. This includes the ability to remotely wipe data from lost or stolen devices, ensuring that sensitive information remains protected.

By implementing MDM, organizations can maintain a consistent level of security across all mobile devices used for work purposes, regardless of their physical location or ownership (company-owned or personal devices).

Implementing MDM for Secure Remote Work

To effectively implement MDM for secure remote work, organizations should follow these best practices:

• Conduct a risk assessment: Evaluate the potential risks associated with mobile device usage within your organization. Identify sensitive data, critical applications, and potential vulnerabilities to determine the appropriate security measures.
• Develop a comprehensive MDM policy: Establish a clear and comprehensive MDM policy that outlines the rules, guidelines, and procedures for mobile device usage, security, and management. Ensure that all employees are aware of and comply with this policy.
• Choose the right MDM solution: Select an MDM solution that aligns with your organization’s specific requirements, such as device compatibility, security features, and integration with existing systems.
• Implement secure device enrollment: Establish a secure process for enrolling mobile devices into the MDM solution. This may involve manual enrollment, bulk enrollment, or leveraging mobile application management (MAM) capabilities.
• Configure security settings: Configure security settings within the MDM solution to enforce policies such as password requirements, device encryption, remote wipe capabilities, and application whitelisting or blacklisting.
• Monitor and manage devices: Regularly monitor and manage enrolled devices to ensure compliance with security policies, detect potential threats, and take appropriate actions when necessary.
• Provide training and support: Educate employees on the importance of MDM and provide ongoing training and support to ensure proper usage and adherence to security protocols.

Conclusion: Embracing Remote Work and Successful Onboarding

The transition to remote work has presented both challenges and opportunities for organizations. While remote employee onboarding may require adjustments and the adoption of new strategies, it also offers numerous benefits, such as increased efficiency, access to a broader talent pool, and cost savings.

By following best practices for remote employee onboarding, including leveraging technology, fostering virtual team-building, and emphasizing company culture and values, organizations can ensure a smooth and successful onboarding experience for new hires.

Moreover, implementing robust remote work security practices, including secure communication channels, cybersecurity awareness training, and Mobile Device Management (MDM) solutions, is crucial for protecting sensitive data and mitigating cyber threats in the remote work environment.

As the world continues to evolve, embracing remote work and adapting to new onboarding and security practices will be essential for organizations to remain competitive, attract top talent, and maintain a secure and productive workforce.

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This article addresses the escalating issue of employee stress and its economic impact, costing the UK economy £28 billion. It identifies key stressors and underscores the need for proactive employer strategies, including improved support systems and mental health initiatives, to enhance well-being and reduce stress-related economic losses. 

Employee stress represents an increasingly serious concern for businesses, and it can be caused by various factors. According to the latest Champion Health Workplace Health Report, workload, lack of control over work, and lack of support from employers are the three biggest sources of stress at work.  

Rising stress levels, if not properly addressed, can significantly affect employee well-being, engagement, and retention, leading to problematic consequences, including an uptick in staff missing work. According to a report by the Chartered Institute of Professional Development (CIPD), stress is a leading cause of workplace absenteeism. It typically results in employees calling in sick more frequently, which not only impacts operational efficiency but also places an additional workload on their colleagues, leading to further business challenges.  

The ripple effects of employee stress can also quickly turn into stress for the wider market environment. Data and economic modelling conducted by AXA UK and the Centre for Business and Economic Research (Cebr) uncovered the profound impact of burnout and work-related stress on the UK economy in recent years. It’s estimated that poor mental health at work cost the UK economy a staggering £28 billion in 2022 alone. The primary contributor to this hefty sum is the loss of working days attributable to stress, burnout, and overall mental health issues. These amounted to 23.3 million lost working days across businesses and underline the huge toll stress is having on employees across the UK. 

Chronic stress is also a key driver behind employees deciding to leave their jobs. The costs associated with recruiting, hiring, and training new staff can be substantial, not to mention the loss of institutional knowledge and experience when employees depart.  

Allied with the impact of cost of living, evolving hybrid working patterns and the problems Gen Z face entering the workforce after a disrupted education, increased stress in the workplace represents a hazardous cocktail with unpredictable consequences. In response, it’s crucial that employers understand their role in mitigating these challenges, and they must ensure the right steps are taken to help alleviate work-related stressors. 

Finding solutions to the challenges  

The key to navigating workplace stress is actively recognising it before it becomes a critical issue. Management and HR teams can do this by providing a supportive environment that aims to build healthy relationships among employees and offering ample opportunities for assisting employees when difficulties naturally arise.  

With many still working in a hybrid pattern or completely remote, maintaining relationships and understanding how work is impacting individuals’ mental health requires more effort. HR can play a vital role in regularly checking in with staff through one-on-one meetings, surveys, and anonymous question platforms. This allows employees to privately share elements of stress that they may be facing and gives leadership insights into how policies could be adjusted, fostering a culture of proactive support and adaptation. 

Further to this, by implementing strategies such as training for management and staff, increasing face-to-face time, and engaging external support, companies can build an inclusive environment that meets the needs of both employer and employees.  

Looking after employees 

It is key that HR also focuses on supporting wellbeing. In the new world of work, it is no longer enough to have general wellness programs. HR can lead the way by becoming qualified mental health first responders, with the skills to offer initial support and guide affected individuals towards professional help. 

Another strategy is examining workload and work-life balance policies. The transition to hybrid work has blurred boundaries for many. With the flexibility to work from anywhere, employees often find themselves working beyond traditional office hours. 

HR should explore whether remote work, or days dedicated to volunteering could help relieve pressures at home and work that contribute to stress. Proactively implementing family-friendly benefits and communicating expectations around off-hours communication can also help prevent burnout. 

Equally, while remote work offers flexibility and potential stress reduction, it requires innovative strategies to maintain team cohesion and engagement. Implementing processes and tactics such as virtual all employee team meetings to provide key updates, clear communication, and inclusive decision-making can help ensure that remote employees feel connected and supported. 

Additionally, providing Employee Assistance Programmes enables companies to offer remote support to staff, including valuable help such as remote GP appointments, mental health support and lifestyle training. This coupled with HR readily available to provide any additional support needed will help promote health and wellbeing support. 

Finding a way forward 

Managing workplace stress demands a comprehensive approach that addresses immediate work-related stressors and broader issues such as the dynamics of remote work and the risk of long-term burnout.  

By fostering a culture that values support, flexibility, and staff well-being, companies can enhance employee satisfaction and retention, thereby mitigating the risks associated with workplace stress. It is key that businesses recognise and address workplace stress proactively. In doing so, they can create a resilient, motivated workforce capable of thriving in the modern work landscape.

About the Author

Helen Snowden-Smith, HR Director at Symatrix: She worked in HR for 14 years now, dedicating herself to making a meaningful impact on individuals’ personal and professional lives. 

Guiding employees through their entire work life-cycle, she has witnessed countless success stories.  Being a catalyst for positive change in company culture is her driver and nothing gives her greater pleasure than watching a company expand and evolve. She is on a constant journey of learning and expanding my passion for HR. She genuinely love what she does! 

Off the clock, she loves family time with her husband and two energetic boys. Running keeps her on her toes, and she is gearing up for her second half marathon. She is an ‘anything and everything’ enthusiast when it comes to movies and music.

The post Managing Workplace Stress Before it Becomes Critical  appeared first on The European Business Review.

Workers value flexibility, as it provides them with a better work/life balance among other things. Hence the advantage of the flexible public holiday arrangement which, done properly, can be a win-win solution that increases productivity and strengthens workers’ wellbeing.

We value our employees’’, ‘‘Employees are our biggest assets’’, ‘‘Employees are invaluable for us’’, etc. Phrases such as these are common across company websites and other public-facing communication. Nonetheless, how does an employer demonstrate that they value their employees? This question has been answered in myriad ways by different disciplines (see, for instance, Shields et al. 2015). Economics, in its neoclassical version, provides what is possibly the least compassionate answer: by paying a wage equal to the marginal productivity of the worker. This can be further compounded by the sentiment (rightly or wrongly) across current and potential workers that they can be replaced anytime with another worker for lower pay and benefits. However, employers generally behave differently and pay an efficiency wage that is sufficiently high to induce the workers to put their (best) effort into their jobs and achieve the highest possible level of productivity. In other words, rather than taking productivity as a given, the employer fosters productivity by paying higher wages to good workers, even if there are unemployed workers who would accept to work for less (Shapiro and Stiglitz, 1984).

The efficiency wage uses a monetary reward to create a win-win situation for employees and employers. The employee appreciates being paid a “high” wage and hence works harder; the employer pays a “high” wage and obtains increased output per employee. The notion of efficiency wage can be extended to the broader package of workplace arrangements as long as employees do value non-monetary rewards. From an economic perspective, this provides a rationalisation for the growing popularity among both employees and employers, of flexible work arrangements such as flex time, compressed workweek, and working from home (WFH). Workers value flexibility, as it provides them with a better work/life balance and in turn a sense of improved employee morale, job satisfaction, and potentially higher productivity and retention.  

There is growing evidence (Boltz et al. 2023) that flexibility as a non-monetary reward in theory, can have the same effect as the monetary reward embedded in the efficiency wage, leading to greater productivity and, ultimately, better outcomes for both worker and employer. So, can similar principles be applied to the rising trend of providing flexible public holiday arrangements to an employee? Before jumping onto the bandwagon, employers need to consider the nature and size of their business operations, capabilities and capacities of their workforce, not to mention any regulatory requirements across geographical borders. An employer needs to minimise the risk of the use of flexible work arrangements as a non-monetary reward backfiring as evidenced by WFH reducing the sense of teamwork and increasing isolation from employees’ perspective, and absence of separation between workplace and personal space, all of which might lead an employee working longer hours and/or feeling more fatigued. When working primarily remotely, the worker can become less visible, and hence be overlooked for career opportunities. The consequence would be decreased (rather than increased) productivity and a lose-lose (rather than win-win) outcome for workers and employers. The interaction and engagement fuelling connectivity, productivity and creativity amongst workers that derive from being physically in the same place cannot be replicated by online connectivity. Accordingly, the employer needs to create and enforce WFH/flex-work policies that are inclusive of employees’ diverse backgrounds and commitments. No one policy can be applied blanketly, nonetheless, to ensure equity and transparency in policy implementation, there must be flexibility in the policy itself to allow supervisors to make the call.

From the employer’s perspective, it is preferable to combine different forms of flexibility to minimise the potential impact of their backfiring. An example is the flexible public holiday arrangement. In simple terms, this is an arrangement where workers are given (some) flexibility to swap a public holiday on the calendar for another day that has cultural, religious, or social importance to them. This arrangement is increasingly being considered by employers, particularly as an approach to recognise diversity and support the inclusion of their workforce. Considering the value that most people attach to the celebration of particular days of importance in their culture, religion or societal circles, this flexible public holiday arrangement is likely to represent quite a significant non-monetary reward for workers. Simultaneously, with a minimum of coordination between employer and worker, swapping public holidays should not have major adverse implications on teamwork and collegiality. That is, this is an arrangement that has a strong potential to produce positives for both worker and employer, with reduced risk of backfiring. 

The flexible public holiday arrangement will work best if the employer and worker coordinate with one another by discussing and agreeing on the parameters of the arrangement, e.g. how many days can be swapped, duration of the notice before swapping of the holidays, limitations related to days of closure of business or peak business operation period for instance. A two-way conversation will increase the potential for win-win outcomes resulting from any type of flexible work arrangements. Flexible arrangements that are unilaterally imposed by employers are unlikely to be perceived as a reward by workers and would therefore not generate any significant benefits in terms of productivity and/or satisfaction and wellbeing of the worker. Similarly, when flexible arrangements take the form of an ultimatum imposed by workers on the employer, then the risk that these arrangements compromise the operational requirements of the business increases.

In essence, the pandemic has spotlighted the value attached by workers to non-monetary rewards in the form of flexible work arrangements. This has provided workers and employers with the opportunity to redefine the concept of efficiency wage, therefore creating scope for win-win solutions that increase productivity and strengthen workers’ well-being. Flexible public holiday arrangements represent a new form of flexibility that employers and workers should consider as it has a strong potential for delivering a large win-win payoff, but only to the extent that it is clearly parameterised to fit operational requirements and designed from a consultative two-way conversation between employer and worker in the current era of quiet quitting and Chrono working.

About the Authors

Fabrizio Carmignani is a Professor of Economics and Head of School and Dean (Business) at the University of Southern Queensland, Australia. He holds a PhD from the University of Glasgow in the UK. Prior to undertaking his academic career, he worked as an economist at the United Nations.

Professor Ambika Zutshi holds a Bachelor of Environmental Sciences, a Master of Environmental Management, and a Doctor of Philosophy. Her current research is focused on corporate social responsibility, business ethics, higher education, supply chain management, and stakeholder relationships. She has over 100 publications in journals and book chapters. Ambika is currently an Australasian Associate Editor of The European Business Review, Emerald; an editorial board member of the International Journal of Consumer Studies; and the Editorial Advisory Board of Management of Environmental Quality.

References

• Boltz, M., Cockx, B., Diaz, A. M., & Salas, L. M. (2023). How Does Working‐time Flexibility Affect Workers’ Productivity in a Routine Job? Evidence from a Field Experiment. British Journal of Industrial Relations, 61(1), 159-187.
• Shapiro, C., & Stiglitz, J. E. (1984). Equilibrium Unemployment as a Worker Discipline Device. The American Economic Review, 74(3), 433-444.
• Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O’Leary, P., Plimmer, G. and Robinson, J. (2015). Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.

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As the workplace continues to evolve with the advent of remote work cultures, companies are seeking innovative solutions to maintain seamless operations. Among the many adaptations is the integration of virtual receptionists, a concept that marries technology with human touch to redefine administrative efficiency in the digital age. This exploration dives into the essence and utility of virtual receptionists in remote work settings, embodying a professional yet playful examination suitable for the tech-savvy, college-educated American adult.

The Virtual Receptionist: What and Why?

At its core, a virtual receptionist is a service that utilizes advanced software and sometimes human assistance to manage a company’s incoming calls and customer service inquiries. The rationale behind integrating these digital aides into remote work environments is multifaceted, enhancing both customer satisfaction and internal workflow. Unlike traditional receptionists confined to the front desk, their virtual counterparts offer a blend of flexibility, efficiency, and cost-effectiveness, all crucial for streamlined remote operations.

The Mechanisms of Virtual Receptionists

Understanding how virtual receptionists operate illuminates their value proposition. Combining artificial intelligence (AI) with real-time human interaction creates a hybrid model that adeptly handles inquiries, schedules appointments, and provides instant customer support. This synergy ensures that businesses can offer personalized service round-the-clock, without the geographical and time constraints associated with traditional staffing.

Integration Challenges and Solutions

Embracing virtual receptionists in a remote work setting doesn’t come without its hurdles. Issues such as technology integration, maintaining the human touch in customer interactions, and ensuring data privacy need addressing. Solutions involve selecting platforms that seamlessly integrate with existing systems, training virtual receptionists to maintain brand voice, and adhering to stringent data protection regulations.

For businesses that require more direct interaction with customers or do not have the infrastructure to support a virtual receptionist, partnering with a call answering service can be a valuable alternative. These services ensure that every call is answered in a timely and professional manner, providing a personalized touch that many customers appreciate.

The Impact on Customer Interaction

The integration of virtual receptionists revolutionizes customer interaction by making it more efficient, personalized, and accessible. Customers no longer face long wait times or the frustration of unattended calls. Instead, the blend of AI and human empathy ensures that each interaction is handled with care, irrespective of the hour. This shift not only elevates customer satisfaction but also bolsters a company’s reputation as responsive and reliable.

Improving Data Analytics and Insights

With the integration of virtual receptionists, companies gain access to a wealth of data regarding customer interactions and preferences. This data can be instrumental in refining customer service strategies and developing more personalized experiences. Advanced analytics employed by these systems can reveal patterns and trends that human operators might overlook, providing valuable insights for business strategy and operations.

Enhancing Remote Team Coordination

Virtual receptionists are not just external-facing assets; they significantly benefit internal team dynamics. Remote teams often struggle with coordination and communication due to disparate locations and schedules. Virtual receptionists can ease these pain points by managing schedules, facilitating meetings, and serving as the central hub for internal and external communication.

Future Trends in Virtual Receptionist Services

The potential for growth and innovation within the domain of virtual receptionist services is vast. Future trends point towards more sophisticated AI capabilities, enabling these systems to handle complex customer service scenarios with greater autonomy. Additionally, the integration of virtual reality (VR) could further personalize customer interaction, making virtual receptionist services an even more indispensable element of the remote work environment.

Adapting to Global Markets

As businesses expand globally, the need for virtual receptionists who can navigate different languages and cultural nuances becomes increasingly vital. This capability ensures that companies can effectively communicate with a diverse customer base, further enhancing their global reach and competitiveness. Additionally, adapting these systems for multiple languages and cultures could open up new markets for businesses, driving growth and innovation.

Securing Customer Trust and Loyalty

The final cornerstone of integrating virtual receptionists is building and maintaining customer trust. In the era of data breaches and privacy concerns, ensuring the security and confidentiality of customer interactions is paramount. Virtual receptionists, equipped with advanced security protocols, not only streamline customer service processes but also secure sensitive information. This dual benefit is crucial for nurturing trust, which in turn, fosters customer loyalty and long-term business success.

Conclusion

The advent of virtual receptionists in remote work environments is more than a mere trend; it’s a paradigm shift in how companies approach operational efficiency and customer service. By blending technology with the human element, virtual receptionists offer a promising avenue for businesses looking to thrive in the digital era. As remote work continues to define the future of work, integrating virtual receptionist services stands as a testament to the innovative spirit of the modern workplace.

The post Integrating Virtual Receptionists in Remote Work Environments appeared first on The European Business Review.

The evolving work landscape has transformed collaboration methods. Although some fundamentals persist, creating an effective SaaS team demands agility and a diverse skill set mix.

Michael Jordan knows a thing or two about being part of a successful team: “Talent wins games, but teamwork and intelligence win championships.” Regardless of the sector, type or company, there are certain characteristics that any high-performing team has. For instance, they have clear goals tied to team and organizational priorities. They communicate clearly, understand how their work fits into the greater mission, and have defined roles and responsibilities.  

Changes in the world of work have had a significant impact on the way we collaborate and work together. In particular, having increasingly distributed teams requires a different approach from the way things used to be done. While many of the fundamentals remain the same, building a high-performance team for the Software-as-a-Service (SaaS) world requires a nuanced understanding and approach that prioritizes agility and brings together a mix of skill sets. 

Challenges to building a good team 

Hiring and attracting talent in a competitive marketplace is a challenge for teams of any size, and for almost any industry and geography. COVID-19 led to remote work, which created the possibility of hiring without regard to location. This meant more distributed teams. Yet while some employees embraced working from home, others grew tired of it and wanted to return to the office at least a few days a week. This then led some people to seek new jobs closer to their homes – a blow to companies already struggling to hire in the midst of a tech skills shortage. 

Distributed teams have created new challenges. These aren’t insurmountable, but they do require a new approach. While remote work has been a positive in many ways for many employees, it can sometimes have a major impact on the instances of spontaneous communication and collaboration that you get with a team that all works in the same physical location.  

What can also happen is that because meetings are limited and there is less cross-team communication, you can essentially end up with echo chambers that tend to limit innovation. New means of collaboration need to be brought in. 

Four elements of a high-performing SaaS/cloud team 

It’s easy to get caught up in the technology without a true understanding of how an actual user is going to interact with it. That can lead to products and solutions that falter. That’s why you need to focus on the end-user. You want your engineering teams to be close to the customers using the solutions they built.  

When assembling a high-performing team, look for these attributes: 

Cross-functional – When it comes to putting together a high-performing team, you need someone who can be cross-functional. This covers both of the classic roles: development and testing, as well as CI/CD and operations or the monitoring aspect of operations. Ideally, teams will have a good understanding of proper development and test practices, and also understand how to build CI/CD to pipelines that are running both test and deployment. Teams then need to have insight into how to create good data that can be monitored to see both the successful use of the product and that everything is functioning properly. 

Good at aligning processes – This includes everything from coming up with an idea to then delivering it in production. In the past, there were stages. First came the ideation period where the process of describing the desired outcome took place. Then it was handed over to a technical architect to design. And there was a design document that went to the team and then underwent an implementation process. Next, it was handed over to be finally tested and then handed to operations so they could deploy it and bring it into production. But in this new way of working, you break this process into much smaller iterations and expect that individuals or teams can carry out many more steps in this process without handing it over.   

A strong product manager – These individuals play a key role in prioritizing what to invest in next. This gives the engineering teams a clear line of sight. The product manager must define what is to be built and what value it will bring. This clarity is a motivating factor for the teams. They know their work has a purpose: to bring value to the company and to the customers. 

A team where each member has an area of expertise – The “jack of all trades” or generalists are still useful, but it’s more important than ever to have a team with complementary skill sets and expertise.   

Leading the high-performing team 

Leaders also need to be cross-functional. Leaders are challenged with having to cover the full scope of a team’s delivery. They often aren’t the ones with the most expertise; rather, they are the people who can bring everyone else together and serve as a catalyst for team empowerment. Their technical expertise takes a back seat to their people skills so they can foster motivation, collaboration and a good team culture.   

So then, finding a good leader is really about finding a complementary mix of soft and technical skills. When recruiting for this role, look for the curiosity to learn and develop a variety of skills. The courage to try new things and learn from failures is also essential. The organization moves forward and evolves every time it learns from these failures. The leader must cultivate an environment where failure is allowed. 

Making teams work 

As remote and hybrid work have taken hold, creating high-performing teams has gotten harder. Good collaboration becomes essential, as does having a mix of skill sets and a leader who can provide clarity, practice curiosity and inspire courageous action. Learning from failure and making it acceptable are also key to a successful SaaS team.

About the Author

Søren Grubov is the VP of Engineering at Omada. He specializes in building software engineering teams and spearheading the development and delivery of high-quality software solutions. With a career marked by dedication to people and technology, Søren has established himself as a leader who drives technical innovation and fosters a culture of collaboration and growth. 

The post Building High-Performing Teams for the SaaS and Cloud World  appeared first on The European Business Review.

By Fiona Wylie

Workplace flexibility has become a central pillar in the modern employment landscape, reflecting a growing recognition of its importance for work-life balance, mental health, and overall employee satisfaction. At the heart of this movement lies a persistent and troubling disparity: the gender gap in workplace flexibility. Despite strides toward gender equality, women continue to bear the brunt of caregiving responsibilities, a reality that significantly impacts their professional lives and well-being.

Founded on the principles of equality and inclusion, Brand Champions emerged from Fiona Wylie’s personal experiences with the challenges of re-entering the workforce after maternity leave. This journey inspired her to advocate for more flexible work arrangements and address the broader issues of gender bias and inequality in the workplace. A company’s mission should be about promoting flexibility and fostering an environment where all employees, regardless of gender, can thrive.

The Gender Gap in Workplace Flexibility

Research commissioned by LinkedIn, involving over 2,000 workers and 503 hiring managers, reveals a stark reality: 52% of women have left or considered leaving a job due to inflexible working conditions. This statistic is a testament to the widespread impact of rigid work cultures on women’s careers.

Moreover, a survey conducted by Brand Champions sheds light on another dimension of the issue: the lack of support and understanding surrounding women’s health issues in the workplace. With 61% of female respondents perceiving a gap in support and 52% reporting increased stress levels at work due to women’s health issues, it’s clear that these challenges contribute significantly to the gender disparity in workplace flexibility.

Beyond Gender: Workplace Flexibility

At the root of the flexibility gap lies a deep-seated gender bias that assigns women a disproportionate share of caregiving responsibilities.

While women are at the epicentre of the flexibility gap, the conversation extends beyond gender. Mental health issues, generational expectations, and societal norms all play critical roles in shaping the landscape of workplace flexibility. We need to recognise these complexities and champion a holistic approach to addressing them, advocating for policies and practices that accommodate the workforce’s diverse needs.

The Impact of Gender Bias and Caregiving Responsibilities

At the root of the flexibility gap lies a deep-seated gender bias that assigns women a disproportionate share of caregiving responsibilities. This bias affects women’s, and the primary caregivers’, availability and commitment to work and influences employers’ perceptions and decisions regarding flexibility and accommodations. The result is a self-reinforcing cycle of inequality, where women are more likely to sacrifice their careers for caregiving duties, thereby perpetuating stereotypes and biases.

Strategies for Bridging the Gap

1. Recognise and challenge gender biases
2. Implement flexible work policies
3. Support women’s health
4. Promote equal caregiving responsibilities

Recognising and challenging gender biases involves a systemic overhaul of how gender roles are perceived within the workplace.

This means moving beyond mere awareness to promoting and practising inclusivity actively. For instance, training programmes can be designed to help employees and management understand unconscious biases and their impact on decision- making. Organisations can create a more equitable workspace by fostering an environment where employees feel comfortable calling out biases and suggesting improvements. Such efforts could lead to a significant decrease in gender-based discrimination and increase the representation of women in leadership roles, thereby changing the narrative around who is deemed “fit” for certain levels of responsibility and flexibility.

Another critical step is implementing flexible work policies as a universal benefit rather than a special accommodation. This approach acknowledges that work-life balance is a universal concern, impacting all employees regardless of their gender or parental status. By normalising flexible working arrangements, companies can dismantle the stigma often associated with utilising such options, which disproportionately affects women. Women, who are often reluctant to request flexibility for fear of being perceived as less committed to their careers, would benefit immensely from a culture that values output over hours logged. This shift enhances employee satisfaction and retention and attracts a wider talent pool, contributing to a more diverse and innovative workforce.

Supporting women’s health is pivotal in creating a workplace that recognises the unique challenges women face, especially concerning reproductive health, maternity, and related medical conditions. Providing health benefits, including support for mental health and maternity leave, and accommodating the needs of women going through menopause can significantly reduce the stress and health-related issues that affect women’s productivity and presence in the workplace. Such support not only aids in retaining skilled employees but also fosters loyalty and improves overall job satisfaction.

When women feel supported in all aspects of their health, they are more likely to engage fully with their work, aspire to leadership positions, and contribute to a positive workplace culture that values diversity and inclusion.

Women, who are often reluctant to request flexibility for fear of being perceived as less committed to their careers, would benefit immensely from a culture that values output over hours logged.

Lastly, promoting equal caregiving responsibilities is essential in addressing the root cause of the flexibility gap. This involves policies and societal change, encouraging all genders to share domestic and caregiving duties. Employers can play a significant role by offering longer paid paternity leave, flexible scheduling for all parents, and resources for caregiving. Such policies not only alleviate the burden on women but also challenge the traditional gender roles that perpetuate the cycle of inequality. When men are equally encouraged and supported to take on caregiving roles, it diminishes the implicit biases that often sideline women’s careers.

This equal distribution of caregiving responsibilities can lead to a more balanced representation of genders at all professional levels, reducing the gender gap in leadership and decision-making roles.

These strategies collectively create a foundation for a more inclusive and productive workplace. By addressing the underlying biases, promoting flexibility as a universal value, supporting women’s health, and encouraging shared caregiving responsibilities, organisations can significantly close the gender gap. This benefits women and enriches the workplace with diverse perspectives, experiences, and talents, driving innovation and growth.

Brand Champions, under Fiona Wylie’s leadership, stands at the forefront of this movement, advocating for a future where gender no longer dictates one’s career trajectory or access to flexibility. As we strive toward this goal, we must remember that true progress lies in collective action and commitment to equality for all.

About the Author

Fiona Wylie recognised the need for flexibility in the workplace after her journey returning to work after maternity leave and founded Brand Champions. Renowned for her “SOS” support, Fiona offers flexible marketing assistance with a quick turnaround, precisely tailored to the evolving needs of their clients. She’s heavily involved in charity work.

References

1. LinkedIn Research on Workplace Flexibility (2023).

2. Brand Champions Survey on Women’s Health Issues and Workplace Support (2023).

The post Taking a Stand against the Gender Gap in Workplace Flexibility appeared first on The European Business Review.

For many workers, the digital revolution has felt like a distant promise. 2024, however, marks a year of change. Mobile technology is finally catching up, with the development of user-friendly “super-apps” tailored to the frontline workforce. These innovative tools hold the potential to bridge the digital divide, fostering a more connected and efficient work environment. Imagine frontline workers with instant access to information, streamlined communication channels, and the ability to manage tasks with ease. This isn’t just about technology; it’s about empowering the people who keep our businesses running. 

Many of us assume work is already digital. In 2024, we seem to spend our lives in zoom meetings, replying to emails or messages, searching for documents or hearing our phone buzzing with notifications.  

But actually, for 80% of the global workforce who don’t sit behind a desk, work is still almost entirely analogue. They haven’t benefited from the convenience many desk based colleagues have come to take for granted, such as working from home, flexible hours, transparency, accessible benefits, ongoing feedback and recognition. 

But there is change happening right now. Leading organisations are leveraging the latest technology and new approaches to bring their frontlines online, transforming the work-life of frontline colleagues in the process.  

This trend is set to explode in 2024, with every organisation now looking to bring their entire organisation into the digital age. The result is 2024 will be a year of pronounced progress and positive change. Why? Because digitising the frontline brings about profound improvements in productivity, efficiency, safety, equality and job satisfaction.  

Most of the global workforce doesn’t sit at a desk  

The scale of the problem is vast – with about 80% of the global workforce deskless and working tirelessly on the frontline. Frontline employees often have antiquated technology experiences, leaving their connected, consumer lifestyles at the door each day and effectively going back in time to workplace environments that rely on clipboards, noticeboards, manually clocking in, reporting safety issues on paper and other outdated processes. This approach makes it harder for frontline workers to fulfil their roles, while leaving them isolated from their professional peers, and potentially even posing personal safety risks.   

Having frontline employees work predominantly offline has caused a vast disconnect at the heart of the workforce, leading to inequality of opportunity, information, and influence. The upshot is that frontline workers often feel undervalued and disconnected compared to their office-based counterparts, impacting their job satisfaction and contributing to higher attrition rates within organisations.   

A history of underwhelming tech rollouts 

In truth, many CEOs recognised this problem some time ago, and have attempted to fix the problem with different technology solutions aimed at improving connectivity between frontline workers and the mothership, enhancing efficiency, productivity and customer service, boosting engagement levels and reducing churn.   

From sentiment surveys to self-service rostering platforms, there’s been no shortage of effort to digitise the frontline. And yet, to date, these efforts have largely failed to achieve any meaningful impact because the technologies being implemented haven’t been suited to the nature of frontline work or simply been able to reach everyone.  

Software solutions that work so well in an office environment, where desk-based professionals are permanently online, have an email address and are easily connected to one another (and only a few clicks away from 24/7 IT support) do not readily translate to the frontline who sometimes are working solo, hours away from another colleague.   

For example, industries such as healthcare, logistics, manufacturing, or hospitality, rely on a vast cohort of workers who spend the bulk of each day on their feet serving customers or completing arduous physical work, dashing about as they fulfil their duties with little to no time baked into their schedules for desk-based activities – if indeed they have a desk to sit down at in the first place.  

In this context, the shortcomings of conventional software – such as multiple URLs, apps, and passwords, or tools optimised for modern desktops or laptops – quickly become apparent. Simple tasks like booking leave, accessing pay stubs or online FAQs, and even just checking on a parental leave policy, are often difficult, laborious and frustrating. Far from embracing these technologies, frontline workers typically view them as cumbersome and disruptive; an extra layer of friction on top of their already demanding roles. 

A frontline-first rethink is underway 

The good news is that there’s a growing recognition among CEOs and HR leaders that a top-down, desk-centric approach to digitisation has failed.  

Instead, they’re turning to mobile-first technology to address frontline challenges. And while it may sound counterintuitive, savvy business leaders are looking back to look forwards. Almost 20 years have passed since Steve Jobs unveiled the iPhone, which triggered a wholesale transformation of how people engage with technology. Unlike previous attempts to adapt desktop features for mobile use as Blackberry had done, Apple did away with the keyboard entirely, paving the way for a completely reimagined mobile experience.  

In the case of frontline workers, the solution isn’t to shrink desk-based technology down to the phone – it’s to rethink the approach entirely. This is the innovation that will, in 2024, bring an end to years of stalled digitisation efforts and trigger a transformation in frontline worker productivity and engagement. 

Mobile super-apps simplify and streamline the frontline experience 

Mobile-first technology is a prerequisite of frontline digitisation success, as frontline workers often lack regular, easy access to desktops and laptops, but typically carry a mobile device.  

But mobile technology also needs to be uncomplicated and fuss-free for frontline workers to get on board. Rolling out five different apps for benefits, rostering, internal comms, and so on just doesn’t work. Instead, the future of frontline digitisation lies in ‘super-apps’ that combine multiple workplace tools and systems within a single, easy-to-use interface – from secure mobile-first chats and organisational newsfeeds to holiday booking systems and digital pulse surveys. The digital front door to your work life.   

This isn’t a pipedream – enterprise super-app technology already exists and is already being used to great effect on the frontline by employers such as Elara Caring, RATPDev and Falck USA. Crucially, these super-apps enhance both companies and individuals. Workers gain skills, enjoy their jobs more and feel more connected to their colleagues. Companies can better serve more customers and are better equipped to grow sustainably with an empowered workforce. 

A huge economic boost is there for the taking 

While new technologies take time to garner trust and advocacy, frontline super-apps are gaining momentum. This isn’t surprising given the impressive metrics they deliver: 95% frontline worker uptake, a 3x increase in employee response rates to company comms, a 26% reduction in employee churn and a 46% increase in employee satisfaction levels.   

Imagine these metrics applied across the frontline workforce at large. The reduction in churn alone would be transformational at a time when most Western employers are facing a growing frontline labour shortage. And while it’s impossible to quantify the potential productivity uptick stemming from a more motivated, digitally empowered frontline workforce, we must surely be talking about one of the biggest economic boosts in history.  

I’ve arrived in bold proclamation territory, and we shall have to wait and see whether this new breed of purpose-built frontline technology achieves mass market penetration in the year ahead. We should not forget that creating a digitally inclusive environment for frontline workers also requires a cultural shift within organisations – one that values and actively supports the digital empowerment of every employee, regardless of role. And, of course, cultural change can take a lot longer than tech change.  

Nevertheless, I’m confident that as these technologies gain traction, the undeniable benefits will be impossible to ignore – encouraging other employers to quickly follow suit and finally take decisive action to bring their frontline online.

About the Author 

Driven by his early encounters with remote work challenges, CEO Sean Nolan co-founded Blink in 2014. This all-in-one “super-app” empowers frontline workers with the digital tools, connections, and resources they need on a mobile app. Blink bridges the gap between management and millions of individuals across industries, from bus drivers to healthcare workers, fostering engagement, belonging, and retention. 

The post A New Dawn: 2024 Will be the Year the Frontline Comes Online  appeared first on The European Business Review.

But here’s the thing: it’s not automatically a productivity paradise. Done badly, remote work leads to scattered teams, missed deadlines, and frustration. So, how do you make it click? How do you build a remote team that’s a well-oiled machine, even while scattered across the globe?

That’s what we’re going to figure out.

Communication: The Oxygen Your Team Needs

Remote work can feel like everyone’s stuck on their deserted island. Messages get misinterpreted. Problems fester unsolved. This is a recipe for projects going off the rails. That’s why relentless communication is your lifeline.

• The Daily Check-in: Keep it focused, like a pre-game huddle. What’s the main goal for each person today? Where are they stuck? Uncover roadblocks early, while there’s still time to adjust.
• Video Matters: We were built to connect face-to-face. Video calls aren’t a luxury, they’re about catching those subtle cues that get lost in the text. They build trust.
• Write it Down: Don’t have people wasting time trying to figure out the basics. Create an easy-to-search knowledge base. Procedures, answers to common questions – that’s time saved for everyone, time that can go towards crushing goals.

Fight Loneliness, Fuel Collaboration

“Work from home” shouldn’t feel like solitary confinement. You might be physically distant, but that doesn’t mean your team has to feel alone. When morale tanks, so does productivity. That’s on you to stop.

• Virtual Hangouts: It’s about more than just goofing off. This is where your team becomes a team. Cat videos, weekend recaps, celebrating wins… this builds genuine bonds.
• The Buddy System: It’s like having a workout partner. Pairing people up for accountability and quick check-ins boosts motivation and offers support.
• Celebrate Loudly: Remote work can make people feel overlooked. Don’t let achievements fade into the background. Public recognition, even small things, will light a fire under your team.

Trust is the Key That Unlocks Everything

Micromanagement is always a bad idea. But trying to control a remote team? That’s a recipe for burnout – both for you and them. Trust isn’t just about being nice, it’s the foundation for letting your team unleash their strengths.

• Goals, Not Clock-Punching: Honestly, do you care if someone works from 7 AM to 3 PM, or breaks it up throughout the day? Focus on deliverables, set ambitious deadlines, and let your team find their best rhythm.
• Life Gets Messy: Kids get fevers. Wifi goes on the fritz. Unexpected stuff happens to everyone. Treat your people like responsible adults, and when a true emergency does crop up, they’ll go above and beyond to make up for it.
• Progress Tracking is Smart: It’s not about surveillance. It’s about seeing where projects stand, offering help proactively, and preventing missed deadlines before they become disasters.

Tools Are Your Remote Team Superpowers

Imagine trying to coordinate air traffic control with just a couple of walkie-talkies. That’s remote work without the right tools. Technology is what bridges the distance. 

This is where projects flow, and everyone has the big picture. Invest in tools that streamline work and take the stress out of everyday life for your remote team. Expense management with easy reporting and even features like refund overdraft fees offer peace of mind.

Here’s where to focus:

• Your Collaboration Hub: Slack, Asana, Basecamp… the platform matters less than finding one your team loves to use. This is where projects flow, and everyone has the big picture.
• See My Smiling Face: Video conferencing is non-negotiable. It’s about building relationships and catching those tiny misunderstandings before they blow up.
• The Cloud is King: Google Drive, Dropbox, and similar platforms mean secure file storage everyone can access. No more emailing documents back and forth and praying you have the latest version.
• Bonus Tip: Invest in a good project management tool. This is your mission control center, keeping everyone on course, even from thousands of miles apart.

Are YOU the Bottleneck?

Great managers own their role in the process. It can’t always be about fixing your team. Be honest with yourself, even if it stings a bit.

• Crystal Clear?: If your instructions are a jumbled mess, your team won’t magically produce stellar work. Specificity is your friend.
• Give Feedback, Or Give Up: Don’t wait for quarterly reviews. Timely guidance, both praise and constructive criticism, is what fuels improvement.
• Meeting Madness: Could that update be a well-crafted email? Always ask yourself if you’re stealing your team’s most precious resource: uninterrupted focus time.

Set Expectations Like You’re Building a Blueprint

Miscommunication isn’t just about how you talk to your team. It’s also about what you expect in the first place. Think of it like an architect handing off plans to a construction crew. If the blueprint is vague, you won’t end up with the result you envisioned.

• Be Ruthlessly Specific: “Write a great blog post” is a recipe for vagueness. Break it down. Word count targets. Target audience. The specific problem it’s meant to solve.
• Deadlines Aren’t Optional: When’s it due? Be realistic, but make it clear that these aren’t just suggestions. Hold people accountable, but also ensure they have the time and resources to do things right.
• Templates Save Lives: Don’t make people compose status update emails from scratch. Standardize it. What went well? Where do they need help? This gives you visibility and makes their life easier.

Hire The Right People, The Rest Gets Easier

You can be the world’s greatest manager, yet still struggle if you have the wrong team. When it comes to remote work, look beyond just the skills on their resume. You need a unique breed.

• Self-starters are Gold: People who wait around to be told exactly what to do will flounder when they’re not in your line of sight. You need proactive problem solvers.
• Excellent Communication is Table Stakes: They can’t just do the work; they have to communicate about the work effectively. Look for writing samples and pay close attention to how they interview.
• Time Zone Fit Matters: Can you realistically make meetings work if half your team is on the other side of the globe? Remote flexibility is great, but some overlap is vital.

Conclusion

Remote team management might feel tricky at first, but it’s a skill you can master. It’s about relentless communication, building a sense of belonging, empowering people through trust, and having the right tools at your disposal. Get these pieces working in sync, and you’ll build an unstoppable remote team – no matter where they happen to be logged on from.

The post Manage Remote Teams: Productivity Secrets appeared first on The European Business Review.

Some executives like to look at academic journals but unfortunately, the crossover literature has not reached them enough. In this article, we attempt to blend scholarly concepts with real-world applications. We portray a more detailed picture of the effects of ‘Electronic’ and ‘Artificial Intelligence’ on the future of leadership in the new hybrid corporate world that has been mentioned but not placed in a model in the past. 

What does the new corporate world look like? Well, you are in it now. As a senior management consultant, this is what we see now, and predict later: Better-managed desk space, right-sizing, restructured workweeks, and a talent age gap as many seasoned executives, and the career devoted, decide to retire. Does remote work get the job done? A question faced by the world in which global business sustains. The right formula for the new hybrid corporate world is a sweet spot that keeps people engaged but allows some freedom as they work from remote locations. Now electronic leadership and artificial intelligence are the two pillars of agility to move an organization to hybrid work advancement.    

Pillar 1. Electronic Leadership  

Executives have also encompassed a new norm these past years. They learned how to manage a hybrid team with perhaps, them, and a few others, being at headquarters, with the rest of staff and followers working remotely. The differences encountered are: 

• People want to be heard at some point in an electronic meeting 
• Some people do not feel comfortable showing up on electronic meetings 
• People need to be recognized for housing their own electronic database at home 
• People are feeling as if their jobs may be on the chopping block 
• Leaders need to assure people how they are doing financially so that people feel secure 
• Safety is not something to take lightly  
• Some people are fearless while others are still apprehensive 
• Keep the conversation personal and not open to everyone to avoid conflict 
• There is no new normal, there is a new corporate world 

All leaders need to learn electronic leadership. Electronic leadership encompasses many facets. ^{[1] [2]} Skills to enhance an electronic leadership environment such as: 

• Be at the forefront of the use of new technology 
• Setting strategic direction and a purposeful vision and mission 
• Working collaboratively to retain and motivate talented employees 
• Help the company maintain and develop competitive advantage  
• Meet all stakeholder’s needs 
• Just the right electronic communication is necessary 
• Giving people a voice in meetings is important in the new hybrid corporate world 

The new hybrid corporate world has increased the communication between leaders and followers. ^{[3] [4]} Leaving out this important milestone, weeding out some, and focusing on only a few is limiting the power of leadership. Leaders must be mindful of in-group versus out-group silos and address the group as a whole to meet the needs and objectives of everyone. Leaders are more caring and concerned about followers than ever before and this is a very positive shift in the mindset of the new future.  

Sentiment is key and managers at all levels need to be aware of how they communicate to followers. ^[5] We are in a very sensitive time today and we all know how losses influenced all of us. We must come together in solidarity to embrace the new future in positive ways. There is also a psychological shift for some people because of the new corporate world. This shift may mean that they may not want to travel as much, miss out on leisure, and not attend events with large amounts of people. 

Pillar 2. AI-powered Leadership 

As organizations enter the age of artificial intelligence there are a plethora of unique opportunities. ^{[6] [7] [8] [9]} One opportunity is to develop an AI-powered leadership. Developing a technological infrastructure is one important component but there is another that will likely make or break the traditional organization. ^{[10] [11] [12] [13]} Success in the era of the hybrid corporate world does not only require money and investment in technology infrastructure, but it also requires a change in the way leaders think about corporate leadership. In this section, we call this effective leadership AI-powered leadership and provide leaders with the best practices for the development and design of this effective leadership. The best practices for the development and design of an AI-powered leadership depend on how senior managers can create a “rapid technology change program.” There needs to be a strong emphasis on maximizing the performance of artificial intelligence development and implementing a human resources development project to begin designing and developing a new form of leadership. 

In the new hybrid corporate world, executives should be aware that artificial intelligence is changing the form of business all over the world. Decision-making is focused on gaining insights from data from a more decentralized organizational structure. Organizational processes are becoming increasingly automated to bring benefits to companies around the world transforming their relationships with their customers to be quicker and more responsive. For example, Google is the crème de la crème of high-tech AI built on algorithms with minimized error rates. This technology gives organizations the power to break free from the limitations of traditional processes offering unique market opportunities. AI coupled with continuous learning allows organizations better performance in this new corporate world. 

Alibaba, another successful company that has developed AI is now ranked among the most valuable companies in the world. Algorithms are their main criterion for decision-making reducing error rates similar to Six Sigma. Most executives and senior executives are not considering AI initiatives in their corporate strategies. Leaving them left at a station that is not only moving at extenuating speed but also leaving them less competitive product-wise. Some CEOs have been considered for immediate replacement due to AI. Thus, the key is for CEOs to develop AI-powered leadership. 

AI coupled with data analysis and digital core is going to be the strategic advantage of the future in the hybrid corporate world. Here is how to do it: 

• assess organizational capabilities and needs 
• effectively evaluate human capabilities and technological infrastructure 
• implementing an effective knowledge management system 
• develop strong human resources infrastructure

The lack of an effective knowledge management system causes insights such as these to create bottlenecks in communication channels. ^{[14] [15] [16] [17] [18] [19]} Chatbots, the way of the future, can also lead to the development of a data-oriented approach in companies and eventually strengthen the data analysis side in AI-powered strategy. 

Digital core knowledge refers to the software on which algorithms are derived from data analysis. ^{[20] [21]} In this new corporate world, decision-making is redefined most scientifically, and algorithms are fully automated processes. CEOs Should not be influenced by vendors who seek to only sell their software. The lack of accurate evaluation and the implementation of inefficient software can delay the effective implementation of an AI-powered strategy. Organizations still need to redesign many processes and effectively divide work between humans and robots. 

Furthermore, the effective development of AI-powered leadership requires the extensive participation of human resources and the strong support of CEOs. CEOs must highlight that AI does not mean eliminating the role of human resources, but rather enhancing their role more effectively. The key is to reduce resistance and better align human resources. 

Human resources are usually managed around participation in centralized meetings, teamwork, trust, and learning:    

• Participation of organizational members through cohesive collaboration in which the entire organization is rowing in the same direction. 
• Team building and better sharing of organizational knowledge through greater collaboration improves data quality. 
• Trust is basically a framework of satisfaction coupled with safety. People need to know that when they wake up in the morning that they will have a job waiting for them. 
• Organizational learning is a given mantra throughout the organization with professional development by vendors and experts in the field that add the glue that creates an ambiance of growing and developing. ^{[22] [23] [24] [25]}      

After the human resources are set upon these four tenets, there needs to be expansive advertising of activities and milestones. A newsletter or means of communication includes accomplishments not only within the organization but also for those who left for better positions based on their knowledge gained, training and development, and tenure at the organization. The intention to keep all employees is a good one but we must consider natural attrition levels and movement up the organizational ladder or the risk of people leaving for better positions. Thus, while a culture must be the glue that keeps the organization together, it must be elastic and realistic too. Trust is a double-edged sword, one in which, leaders must trust their subordinates the same way that they trust them. We run studies in which we find which employees want to move up the organizational ladder, linear, those that want to keep learning and growing in their current position, technical expert, and those that may be transient and looking to change careers when the spirit moves them to do so. Putting people first, and then offering the technology employees need to stay up to date in artificial intelligence encourages them to keep up with rapid technological changes. Team leaders encourage risk-taking for their teams, and they attempt to be optimistic about innovation. This new mindset offers greater flexibility and agility.  

Accelerating Agility for Hybrid Work Advancement 

A corporate structure reflects an internal resource that is used to integrate knowledge, creating a competitive advantage. Leaders led the way while followers felt as if they gained wings, learned to fly, and became much more gregarious during meetings. A new definition of decentralized structures adorned the hybrid work like a hawk eying its next prey. Agile organizations found ways to facilitate the exchange of ideas and implement more innovative solutions based on decentralized decision-making.  

Leaders inspired and transformed aggregate human capital into social capital to implement the required changes to create better solutions to solve the plethora of problems and advantages that the new corporate world brought about. At first, organizations barely survived, and then, with remote settings, people emerged vibrant and vocal, stepping up to the challenge. The highly formalized structures that remained more bureaucratic, and, were noted by executives themselves as being somewhat negative, limited the contribution of the effectiveness of leadership in our changing environment. Thus, the hybrid decentralized structures improved interactions and created more knowledge in organizations based on agility. 

Delegation became a concern since the executives had the same space as other workers in the meeting frames. Respect for authority figures held the barriers in place while communication had a level playing field. Leaders, knowing that delegation of decision-making power could create a climate that in turn develops inter-departmental communication within organizations, empowered people to rise to the occasion by giving them a voice in meetings. 

Executives turned over responsibility by delegating more to their subordinates and watched them not only survive but also thrive. Thus, decentralization encourages organizational communications and develops a climate of openness for employees to exchange new ideas.  

In the remote setting, this was done via email communication, instant messenger, and text. Pre-meeting and post-meeting communication were enhanced with technology. Once the information and clarification are disseminated, employees implement ideas through the delegated authority of decision-making at the department level and to the lowest organizational level possible, while keeping the execution viable and timely. The agile organizations survived as executives pushed decision-making down the organizational chart resulting in the hybrid work advancement. 

In Conclusion 

Here are practical applications for executives, consisting of electronic leadership and artificial intelligence, and creating agility. Thus, a change in leadership within organizations, in preparing for the new hybrid corporate world, has manifested itself as the norm today. By creating an agile and technologically savvy, organizations will survive, prosper, and live to see new horizons. 

About the Authors

Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies, and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long- time contributor to business publications and his work has been featured in top-flight business publications. 

Michael J. Provitera is an associate professor, and an author of the book titled “Mastering Self-Motivation” published by BusinessExpertPress. He is quoted frequently in the national media. 

References  

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• [7] Enholm, I.M., Papagiannidis, E., Mikalef, P. & Krogstie, J. (2022). Artificial Intelligence and Business Value: a Literature Review. Information Systems Frontiers 24, 1709–1734. https://doi.org/10.1007/s10796-021-10186-w 
• [8] Zirar, A. (2032). Can artificial intelligence’s limitations drive innovative work behaviour?. Review of Managerial Science 17, 2005–2034. https://doi.org/10.1007/s11846-023-00621-4 
• [9] Noble, S.M., Mende, M. (2023). The future of artificial intelligence and robotics in the retail and service sector: Sketching the field of consumer-robot-experiences. Journal of the Academy of Marketing Science 51, 747–756. https://doi.org/10.1007/s11747-023-00948-0 
• [10] Weijnen, M., Correljé, A. (2021). Rethinking Infrastructure as the Fabric of a Changing Society. In: Weijnen, M.P.C., Lukszo, Z., Farahani, S. (eds) Shaping an Inclusive Energy Transition. Springer, Cham. https://doi.org/10.1007/978-3-030-74586-8_2 
• [11] Mitroff, I.I. (2022). Infrastructure Wars: The Politization of Everything. In: The Socially Responsible Organization. SpringerBriefs in Business. Springer, Cham. https://doi.org/10.1007/978-3-030-99808-0_3 
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• [22] Zhu, C., Liu, A. & Wang, Y. (2019). Integrating organizational learning with high-performance work system and entrepreneurial orientation: a moderated mediation framework. Front. Frontiers of Business Research in China 13, 11. https://doi.org/10.1186/s11782-019-0057-y 
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• [25] Hosono, A. (2022). Industrial Strategies and Learning Capacity for Quality Growth. In: SDGs, Transformation, and Quality Growth. Sustainable Development Goals Series. Springer, Singapore. https://doi.org/10.1007/978-981-16-9748-7_4  

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Managing virtual teams comes with unique, and largely underexplored, challenges, such as dynamic membership and its impact on onboarding and leadership. In this article, Petros Chamakiotis of ESCP Business School explains how these challenges can generate opportunities for effective virtual team management as a standard everyday practice.

Traditionally, organisations would select specific workers on occasion to work in a globally distributed virtual team project as organisations became more global. It would be primarily those with the required skills – such as being technology-savvy, proficient in English, and comfortable working in multicultural environments – that would qualify to work in this fashion.

In March 2020, many organisations around the globe switched to virtual working overnight due to the COVID-19 lockdowns. This time, most workers were unprepared to work virtually. And yet, despite ongoing debate, there is strong evidence suggesting that, for many, productivity remained high and even exceeded expectations¹. However, this was often found to be at the expense of workers’ well-being, generating new types of challenges we had not seen before, such as technology fatigue, isolation, and burnout. Today, three years on, virtual working is a standard everyday practice for many of us. So, what have we learnt from the last few years and what can we do to manage virtual working as a standard everyday practice in the best-possible way?

The Current Business Landscape of Virtual Working

At present, we are in the midst of a return to office (RTO) wars². Although virtual working continues to be the preferred way of working, with 87 per cent of workers in the US seizing opportunities to work virtually when possible³, we see leading organisations, such as Goldman Sachs and Morgan Stanley, mandate a complete five-day-week RTO. Some business leaders, such as Tesla’s Elon Musk, go further, to propose the end of virtual working⁴. Despite this incongruence in the business arena, the reality is that hybrid working is the most accepted way of working. For example, the vast majority of Fortune 100 companies seem to be adopting some form of hybrid working⁵, involving working from home one or more days per week. Hybrid working allows workers to work partly from home and partly in the office. Inevitably, part of this work is virtual; that is, workers use an array of (synchronous and asynchronous) digital technologies to accomplish their work and collaborate with colleagues at a distance.

Fresh Research To Guide Leaders When Virtual Working

Virtual working has been around for a long time and the research literature on virtual working pre-pandemic – mainly on the management and the challenges of (mostly global) virtual teams – is rich and largely relevant. Leaders of earlier virtual teams pre-pandemic would be responsible for strengthening the forces that glue the team together (for example, shared objectives, feelings of identity and a sense of belonging), while minimising the negative effects of the forces that pull the team apart (for example, geographical dispersion, cultural differences). Such practices are still useful, but new research highlights that leaders in the new landscape are expected to take on additional responsibilities⁶, discussed below.

Virtual working as a standard everyday practice means that the nature of working has become much more dynamic. Therefore, there are changes in structure, changes in leadership, and changes in working practices that leaders should be aware of.  

Virtual working is not work from home; it can also refer to work from the office while using digital technologies to work with colleagues in different locations (including their homes). 

Managing dynamic membership (a change in structure)

Dynamic membership shows that the new virtual working environments are structurally different from earlier ones (for example, in comparison to a global virtual team that was set up for a specific project with predefined start and end dates). On-demand team creation and dynamic membership, whereby workers may come and go frequently during a team’s lifecycle, are more common nowadays and create additional onboarding needs. So how should leaders onboard new members?

Colleagues and I conducted a study with 26 global virtual team participants at a leading global organisation in the financial services industry to understand this. We found that traditional onboarding practices, such as welcoming new members and offering a landing period and opportunities for shadowing, are still relevant in the virtual working environment. But there are also additional onboarding practices unique to the virtual environment. For example, synchronous technologies (such as Zoom) offer opportunities for real-time communication and socialisation for new team members to get to know their colleagues and form social relationships. At the same time, asynchronous technologies (for example, cloud technologies) provide a space to make relevant documentation available to everyone with ease. Onboarding a new member is not a one-person job, but rather a shared team effort when virtual working:

“It’s not always that one person is assigned trainer in the team who will train the new joiner, it is a shared responsibility of existing team members to onboard the new colleague.” (quote from a research participant)

Dynamic membership creating new leadership opportunities
(a change in leadership)

Alternative leadership styles, for example having more than one leader on a team, is not a completely new suggestion, as earlier virtual team literature speaks about shared and emergent leadership, allowing different workers to emerge as leaders and share responsibility with others over specific tasks. However, in the context of increasingly fluid and dynamic membership, there are additional opportunities for leadership. In a recent study, colleagues and I studied 16 globally distributed virtual teams involving a total of 204 participants, 28 of whom had to unexpectedly switch teams halfway through the virtual project. Switching teams caused significant disruption to team activities, but it allowed us, as researchers, to capture dynamic membership as it happened. We found that, although those that had to switch teams were sometimes seen as a disruption, some of them were instead seen by the receiving teams as a valuable addition. This was the case when the new members brought new knowledge and willingness to take on leadership roles, often in collaboration with existing leaders, in a shared-leadership format:

“One new team member showed great involvement […] by immediately asking to take on the task of negotiating with other teams to stay on top of our raw material stock.” (quote from a research participant)

This was not up to the new member alone; existing leaders and members should be open to new leadership configurations:

“We did not view [new members] in a negative light, but instead took this as an opportunity to use their skills to improve our team. It was evident that the two new members were very much [engaged] and wanted to contribute, thus improving our performance.” (quote from a research participant)

Looking after workers’ work-life boundaries and well-being (a change in working practices)

Virtual workers during the pandemic sometimes ended up “living in the office⁷“, as their homes essentially turned unexpectedly into offices. Recently, a study found that impromptu meetings increased by 60 per cent per employee in 2022⁸. Additionally, the virtual environment, due to the flexibility it affords, allows workers to email their colleagues after hours, creating unspoken expectations to respond promptly.

Collectively, these pressures led to a common blunder: overworking, which then led to technology fatigue and burnout. What is more, virtual workers feel lonelier than ever before⁹. Leaders should take their workers’ work-life boundaries and well-being seriously. On the one hand, our colleagues’ personal preferences as to when they work should not have a negative impact on our own work-life boundaries. On the other hand, the hybrid working context offers opportunities for feelings of isolation and loneliness to be managed. This can be achieved by having members of the same team work physically together in the office on the same day, so that they can socialise and interact face to face.

What Can Leaders Take Away From This?

The changes in structure, leadership, and working practices discussed above should be explicitly recognised by organisations, and leaders should work collaboratively together with their team members to co-construct a sustainable working environment that works well for all involved. There are actionable recommendations for leaders to achieve this:

• Overall, a move away from a leader-centric management approach to a culture of shared responsibility can be key in managing virtual working as an everyday practice.
• Onboarding when virtual working should be seen as an ongoing team activity.
• Synchronous and asynchronous digital technologies provide excellent opportunities to support onboarding new members when needed.
• Emergent leadership should not be seen as a threat, but as a valuable addition to a team’s leadership configuration. Organisational and team culture must be supportive, too.
• To avoid violating people’s work-life boundaries and negatively impacting their well-being, leaders and their teams should establish ground rules so that everyone is on the same page with regard to email/communication etiquette and expectations.
• Organisations should make sure that members of the same team can work physically together in the office when possible.

Future Research to Address New Challenges

While the discussion above may be useful now, our working environments change rapidly and, as researchers, we should constantly study how management should be practised in response to what is happening on the ground. New research is currently being carried out that further examines these new phenomena in the workplace and is likely to provide answers to the unprecedented problems the contemporary worker is facing. These include (a) ensuring that higher productivity while working virtually is not at the expense of individual well-being, and (b) solutions to the new types of challenges virtual leaders and members might be facing.

This article was originally published on 22 March 2023.

About the Author

Petros Chamakiotis is an Associate Professor of Management at ESCP Business School in Madrid, Spain. He is also affiliated with the ESRC-funded Digital Futures at Work Research Centre in the UK. His research focuses on the management of technology–mediated environments such as virtual teams, online communities, digital platforms, and hybrid working.

References

1. 1Are We Really More Productive Working from Home? 18 August 2021. Chicago Booth Review. https://www.chicagobooth.edu/review/are-we-really-more-productive-working-home
2. Return-to-work wars: Execs at Citi, Manpower, and McKinsey on why they’re embracing remote and hybrid work. 23 August 2022. Business Insider. https://www.businessinsider.com/return-to-work-wars-hybrid-remote-permanent-work-2022-6
3. Americans are embracing flexible work—and they want more of it. 23 June 2022. McKinsey & Company. https://www.mckinsey.com/industries/real-estate/our-insights/americans-are-embracing-flexible-work-and-they-want-more-of-it
4. Key Words: ‘Pretend to work somewhere else’: Elon Musk reportedly tells Tesla staff working remotely is no longer an option. 1 June 2022. Insider. https://markets.businessinsider.com/news/stocks/key-words–%E2%80%98pretend-to-work-somewhere-else–elon-musk-reportedly-tells-tesla-staff-working-remotely-is-no-longer-an-option-11407013
5. Return To Office Plans For Every Fortune 100. 1 March 2023. Build Remote. https://buildremote.co/companies/return-to-office/
6. Guiding principles for leaders of newly formed virtual teams. 27 April 2022. Digital Futures at Work Research Centre. https://digit-research.org/blog_article/guiding-principles-for-leaders-of-newly-formed-virtual-teams/
7. The Future of Work: Productive Anywhere. 2021 May. Accenture. https://www.accenture.com/_acnmedia/PDF-155/Accenture-Future-Of-Work-Global-Report.pdf
8. No, Remote Employees Aren’t Becoming Less Engaged. 06 December 2022. Harvard Business Review. https://hbr.org/2022/12/no-remote-employees-arent-becoming-less-engaged
9. Four Ways Today’s Teams Are Making Us Lonely. 01 July 2021. Business Today. https://www.businesstoday.com.my/2021/07/01/four-ways-todays-teams-are-making-us-lonely/

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Hybrid working is here to stay. That much is clear but, given this new normal of the business world, what can business leaders – in all probability schooled in the environment of the “old normal” – do to facilitate successful outcomes for their organisations?

New research by Insights has confirmed that an overwhelming majority of global teams are now working hybrid – and that trend is here to stay. Our research asked 3,000 office workers across Europe and North America about their existing hybrid working arrangements, their preference for the future, and what they felt they needed to be successful.

Respondents noted that delivering objectives and learning and development activities were among the key aspects made easier since switching to hybrid. One-third of employees felt that they had more efficiency, creativity, and focus when working in a hybrid pattern (though, interestingly, far fewer managers felt that this was a benefit). Of course, for both managers and employees, the key benefit was reduced commuting time and the ability to manage time more flexibly.

An astonishing 92 per cent of teams questioned are more hybrid than before the pandemic, with 72 per cent eager to maintain a hybrid arrangement into the future. My home country of France is embracing hybrid/remote work the most, at 76 per cent, with the UK slightly lower at 60 per cent. Globally, office-first is the least attractive option, with only 10 per cent preferring it, and that could also be seen as a deterrent for new recruits.

Our research is backed up by a recent Gallup study which found that 59 per cent of respondents preferred a hybrid arrangement, while only 9 per cent wanted to work from the office full time. Importantly, their research found that when employees who preferred a hybrid/fully remote option were forced to work from the office regularly, they experienced lower engagement and well-being, a higher intent to leave, and significantly higher levels of burnout.

Unfortunately, however, it’s not as simple as offering all employees the opportunity to work hybrid or fully remote. Almost every second employee who responded to our survey said that building relationships was now more difficult due to the “hybridisation” of their team. It was by far the most impacted aspect and, together with team connectivity, the only one with an evident negative development. Elsewhere, culture and identity were also identified as having been impacted by hybridisation.

So, what should every leader know about hybrid working and how they can contribute to successful outcomes? Here are a few things to ensure that you’re headed in the right direction.

Hybrid is here to stay

Despite some media stories about employees being forced back into the office, it is clear from our data that most employees have developed an affinity for hybrid working, feel that they are more productive working in a hybrid role, and want that pattern to remain. As a leader, you need to respond to this by asking what you can do to make hybrid work for your business and your people. This will certainly not be a “one size fits all”; of course, no two people are exactly the same, and we all come with our own needs, preferences, and expectations.

Importantly, make sure that hybrid is appropriate for the role and the person performing it. Where there are doubts, create a safe space to have an open and honest conversation with your employee and explore options and requirements. Agree steps and measurements and track against these to ensure that everyone is working towards the sought-after outcomes. Make sure that communication channels remain open throughout, so there are no surprises down the line.

The human touch is crucial

Forty per cent of global survey respondents said that a lack of social connection was a major challenge (55 per cent in Denmark and 45 per cent in Germany), with 29 per cent saying they struggled to establish relationships with colleagues (32 per cent in Germany). Sixteen per cent of global respondents said they struggled with feelings of loneliness (21 per cent in France and 18 per cent in Germany).

It might be surprising, then, that many global companies with hybrid teams are failing to invest in initiatives that could support the general health, lifestyle, and behaviours of employees. Managers must incorporate wellness initiatives that accommodate hybrid workplaces and flexible schedules.

Something we do at Insights to maintain the human touch is a “check-in” at the start of every meeting. This creates space for everyone to connect, to be authentic and vulnerable, and then focus on the meeting. We also encourage our people to take ownership of their own wellness, which includes supporting them to seek out activities and initiatives that support their physical fitness, mental health and well-being, nutrition, and lifestyle. We are working with a company that has an online platform for our employees to connect with various experts to support them in whatever challenge and wellness needs they may have (including nutritionists, executive coaches, counsellors, etc.). These are shared across our global community where appropriate to encourage others and cross-pollinate ideas.

Company culture must be a priority

We all know the famous quote by Peter Drucker: “Culture Eats Strategy For Breakfast.” Never before has the role of culture been so important in any organisation. As a leader, you need to ensure that you foster the right culture in your organisation. When the pandemic forced Insights’ employees to work remotely, we responded by holding more virtual meetings, encouraging people to practise “active listening”.

Our company experience was that being as human as you can, as often as you can, creates a powerful ripple effect that flows across an organisation, building mutual respect and understanding across all levels.

In addition, we recognise that being together in a social capacity is incredibly important to bring our culture to life. This is why last year we reopened our newly refurbished global campus in Dundee as a safe space for our people to collaborate – and importantly to enjoy one another’s company. While we allow our people to work with their managers to set a working pattern that works for them, we do encourage them to come in to work from the office regularly, as we recognise that the human connection provides a vital spark to ignite our organisation, which working remotely full time cannot always replicate. It’s that human touch … again!

Companies need to invest and train in technology

Our survey found that 36 per cent of global employees don’t use digital tools such as Slack, Teams, or Zoom to engage, and only 33 per cent used task management or collaboration tools to stay on top of projects. Instead, most continued to rely on more traditional communication channels such as email, telephone, or in-person meetings – risking isolating hybrid/remote employees.Organisations must adopt new communication methods that are more suited to hybrid working and ensure that everyone is skilled and confident in using them. The ability to successfully use the tools available to continue collaborating and innovating – regardless of working location – will be immensely valuable for everyone.

For example, Miro has been used successfully by our remote teams as an online “whiteboard” to share ideas or for mind mapping. Elsewhere, tools such as Monday.com can create workflow, increase visibility, and enable feedback about projects. Of course, with the introduction of any new technology, it’s incumbent upon leaders/managers to ensure that appropriate training and support is available.

Awareness is key

Only 20 per cent of global employees who responded to our survey are currently exploring team dynamics and company culture to improve team performance. This is despite our study’s finding that the most highly valued skills for hybrid employees/teams are:

• Effective communication (the number-one skill required for
• effective hybrid teamwork)
• Empathy
• Adapting to change
• Collaboration
• Conflict resolution
• Virtual connection building.

Exploring team dynamics, team effectiveness, and culture can help to improve not only connections, but also the interaction between and performance of hybrid employees, and their engagement. Our survey found that teams still feel they are lacking the deeper emotional connection that comes from social interaction and casual conversation. Ultimately, this connection is what builds a unified, engaged, and cohesive community, which is the foundation for longer-term innovation and business success.

At Insights, we use the Discovery awareness model to help people understand psychological type and develop the human skills needed to adapt and connect with others, improving relationships and achieving better outcomes and performances. Awareness of self helps you understand your strengths and weaknesses, where and how you can add most value, how to challenge appropriately, and how to turn your ideas into new realities. Taking the time to understand others – their strengths and weaknesses, likes and dislikes – helps you become more understanding and accepting of others, and able to adapt, connect, and collaborate more effectively to achieve better business outcomes.

We also use Discovery’s common language of colour to help make these preferences easier to understand and more memorable and give people the tools to talk about issues in a non-judgemental, non-confrontational way.

Hybrid teams are here to stay. These few things should help managers focus energy and resources in the right direction, ensuring that people are supported and enabled, and businesses are successful in the future world of work.

This article was originally published on 12 May 2023.

About the Author

Véronique Rapetti is a trilingual, strategic and impact-focused learning and leadership professional, and is Product & Learner Experience Manager at Insights Learning and Development, a global leader in learning and development solutions.

She has over 28 years of experience in learning and development, leadership entrepreneurship, strategic execution, and commercial focus. She is an advocate of, and strong believer in, empowering people and in the power of unlocking entrepreneurial skills and mindset to support personal and professional growth, innovation, and new thinking to solve problems.

The post What Leaders and Managers Need to Know About Hybrid Working appeared first on The European Business Review.

The canvas upon which the modern workforce operates is a mosaic of digital tools and strategies, each stroke contributing to the masterpiece of remote collaboration. By transcending physical boundaries, these elements bind teams together, creating an interconnected digital workspace where distance is no longer a hindrance but merely a logistical detail. This article serves as a guide within this labyrinth of innovation, navigating the intricate pathways of remote work technology to unveil the key tools and strategies essential for thriving in a dispersed work environment.

Essential Tools for Effective Remote Collaboration

The essence of successful remote collaboration lies in the adept use of essential tools. From video conferencing platforms such as Zoom and Microsoft Teams to project management software like Asana and Trello, the right technology is the backbone of seamless teamwork. These tools facilitate real-time interactions, task assignments, and file sharing, allowing teams to function cohesively irrespective of their physical locations.

Strategies for Building Strong Remote Teams

Fostering a strong remote team involves regular check-ins via video conferences or messaging platforms to uphold consistent communication and nurture a sense of unity. Creating an environment where team members feel empowered to express opinions, seek clarification, and provide feedback is essential for building a supportive culture. Embracing collaboration through virtual team-building activities, like online games, virtual coffee breaks, or skill-sharing sessions, can deepen camaraderie and strengthen connections among team members, surpassing physical barriers and time zones. Acknowledging and celebrating milestones or accomplishments, even in a virtual space, bolsters team morale and reinforces a shared sense of success.

Best Practises for Remote Communication

Clear and effective communication forms the cornerstone of successful remote collaboration. Implementing best practices involves setting clear expectations, choosing the appropriate communication channels, actively listening to team members, and ensuring all discussions are documented for reference. It also involves understanding the nuances of asynchronous communication and being mindful of different time zones and working hours.

Creating a Culture of Inclusion and Belonging

Creating a culture of inclusion and belonging within the remote workspace is all about championing diversity and equity. It involves nurturing an environment where every team member feels valued and respected for their unique contributions. To achieve this, employers should prioritize getting to know their employees on a personal level. Engage in small yet meaningful conversations, such as discussing ways to maximize savings during Black Friday shopping or exploring their interests, like discovering the top casino bonuses in the UK, which offer a wealth of enticing offers and provide essential information about online casinos. These discussions not only strengthen the bonds between colleagues but also reinforce the idea that employees are recognized as individuals, not just as workers.

Overcoming the Challenges of Remote Collaboration

Remote collaboration isn’t without its hurdles. In a traditional physical setup, miscommunication is inevitable and is present every now and then. It is an issue that is definitely ten times more prevalent in a remote set-up. The absence of face-to-face interaction even makes miscommunication more prevalent which can sometimes lead to feelings of isolation. It is one thing employers or management must avoid if they want to create a high-functioning and efficient team. Overcoming these challenges involves establishing clear communication channels and fostering a sense of connection among team members. Providing robust support and resources ensures that everyone remains on the same page. It’s about embracing adaptability and creating a conducive virtual environment where challenges are met with innovative solutions.

Measuring the Success of Remote Collaboration

Measuring the success of remote collaboration involves assessing various metrics, including productivity levels, project completion rates, employee satisfaction surveys, and the effectiveness of communication and collaboration tools. Understanding these metrics and actively seeking feedback from team members enables businesses to make necessary adjustments and continuously improve their remote work practices.

The Future of Remote Work

The future of remote work seems poised for continued evolution. With ongoing advancements in technology and an increasing acceptance of remote work as a standard practice, it’s likely that companies will further optimise their remote operations. This might involve a deeper integration of artificial intelligence, virtual reality, and other innovative tools to create more immersive and efficient remote work environments. Additionally, flexible work arrangements and a hybrid model of in-person and remote work could become more prevalent. Organisations that adapt and embrace these changes will likely thrive in the future landscape of remote work.

The post Adapting to Remote Work Tech: Tools and Strategies for Effective Collaboration appeared first on The European Business Review.

What is a Virtual Call Center?

Virtual call centers are a new way to do customer service. Instead of a big office, agents work from home or anywhere. It’s like having a team all over the world. The cool thing is, it saves money. No need for expensive offices or stuff. And you can hire people from anywhere. Plus, it’s flexible. Agents can work from home, so they can balance life and work better.

When you have lots of calls, it’s easy to get more people. And even though it’s not in an office, it’s still great for customers. Agents get good training, and tech makes sure everything goes smoothly. So, it’s not just about being comfy, it’s about giving awesome service too. 

Virtual call centers operate using cloud-based systems that facilitate seamless communication and call handling. Agents access the system from their remote locations. It lets them handle calls, provide customer support, and collaborate effectively as if they were in a traditional office setting. 

Benefits of Virtual Call Centers

Here we’ll explore the top advantages of virtual call centers:

Low Expenditures

Cost savings are a standout advantage of virtual call centers. Without the overhead of physical office space, your business can save on rent and utility expenses, as well as costly office equipment. For instance, a startup can allocate funds to other critical areas instead of hefty office leases. 

Moreover, tapping into a global talent pool without the need for costly relocations is a game-changer. Imagine a tech company hiring skilled customer service agents from different time zones, ensuring 24/7 customer support without the burden of relocation costs. 

This way, virtual call centers offer a win-win situation, reducing expenses, improving efficiency, and enabling businesses to allocate resources where they matter most.

Improved Customer Service

Virtual call centers are a game-changer for improving the customer experience. Using advanced technology and efficient processes, they allow your agents to provide faster, more personalized support. Calls are routed swiftly, reducing wait times and customer frustration. Also, your agents have access to extensive customer data, allowing them to understand individual needs and preferences. This leads to tailored interactions and effective issue resolution.

Apart from that, virtual call centers offer the advantage of 24/7 customer support to ensure assistance around the clock. Also, automation and AI play a pivotal role by anticipating customer needs and delivering proactive solutions. The outcome? Satisfied customers who feel valued and heard. 

Increased Scalability

Virtual call centers excel in scalability. They offer a hassle-free solution for businesses facing fluctuating call volumes. Whether you encounter a sudden surge in customer inquiries or need to downsize during quieter periods, virtual call centers provide unmatched flexibility. Gone are the worries of physical infrastructure constraints or the delays associated with traditional hiring and training processes.

When demand peaks, it’s as simple as remotely onboarding more agents to handle the load efficiently. Conversely, when call volumes decrease, you can quickly adjust your team size accordingly. This agility ensures the ability to deliver prompt customer service without sacrificing quality or incurring unnecessary expenses. 

More Flexibility for Agents

Another significant benefit of virtual call centers is more flexibility for your support agents. Farewell to rigid schedules and commuting hassles – agents can work from the comfort of their homes or any remote location they prefer. This leads to improved work-life balance, reduced stress, and increased job satisfaction. 

Whether it’s picking up kids from school or working in pajamas, flexible schedules empower agents to lead happier, more engaged lives. Happier agents are more likely to deliver exceptional customer service, which is a win for both agents and your business. Embrace this freedom, and you’ll witness your team flourishing while reaping the benefits of enhanced flexibility. 

Hire International Talent

Virtual call centers open the door to a boundless global talent pool. Geographical boundaries no longer restrict your hiring choices. You can recruit customer service agents from diverse corners of the world, each contributing unique skills and language proficiency. 

Whether you require a Mandarin speaker or an industry specialist, the possibilities are endless. This global talent access ensures your customers receive exceptional, personalized support, enhancing their experience. It’s like having a world-class team readily available, poised to leave a lasting positive impression on your customers.

Do Virtual Call Centers Have Any Downsides?

Like traditional call centers, virtual call centers also come with a few downsides. One significant concern is data security. Remote work environments generally pose greater risks in terms of data breaches and confidentiality. Moreover, technical issues such as poor internet connectivity can disrupt calls and impact customer service quality. 

Other than that, managing and monitoring remote agents also gets more challenging. It can potentially affect performance and accountability. Moreover, the lack of face-to-face interaction can sometimes lead to reduced team cohesion and morale. 

Final Words

If we weigh the advantages and disadvantages of virtual call centers, it’s safe to say that the benefits far outweigh the drawbacks. Though concerns like data security and technical glitches are valid, the flexibility, cost savings, scalability, and improved customer experience they offer make them a transformative force in the customer support industry. 

Virtual call centres redefine traditional norms and give you access to a global talent pool to deliver superior service. At the end of the day, they’re revolutionizing customer support and paving the way for a more efficient and customer-centric approach to communication.

The post Revolutionizing Customer Support: The Benefits of Virtual Call Centers appeared first on The European Business Review.

A diverse and equitable workforce does not happen by accident. This kind of flourishing workplace culture occurs through careful policy development, management that fosters inclusion, and a company-wide attitude that values the distinctive contributions of each team member. Creating an inclusive workplace culture has been a strategic goal for many organizations. There are many guides, coaches, and techniques that have helped leaders in traditional workplaces move towards this identified outcome. However, the question of diversity in a remote workforce remains. Can the same strategies that have served in traditional workplaces be applied to hybrid and fully remote scenarios? What do managers and other leaders need to know about diversity, equity, and inclusion in modern remote workplaces?

Remote Work Can Promote Inclusion and Diversity

By its very nature, remote work can promote diversity and inclusion. To start with, talent can be drawn from a much wider geographic area, giving opportunities to people from many more regional backgrounds. Bringing together the perspectives of people living in many different locations can add nuance to teams as well as cultivating a surprising range of talent and experience. Remote work closes the geographic gap between urban, suburban, and rural regions, expanding your talent pool by magnitudes. Your organization can even access international talent. Major business and educational centers across the globe are hotbeds of talent that have yet to be fully leveraged by various sectors. Employers also see better recruitment as a result of offering remote work options. Today’s employees are increasingly looking for a more flexible way to work; top talent in particular is becoming choosier. Creating a candidate pool from the best talent from every region is advantageous for any organization.Bringing a variety of people together from different backgrounds is one way to promote a culture of diversity within your organization. Different perspectives, life experiences, abilities, and backgrounds are valuable because these viewpoints allow a fresh look at problem-solving while also creating a rich and vibrant workplace environment.

Raising the Equity Standard

Although improvement has been seen, there is still a long way to go before men and women see equal representation in the workforce; financial disparities still exist which contribute to economic depression in numerous areas. Remote work gives many women the freedom to care for children without the added burden of a commute or having to arrange for expensive childcare during the work day. This is one way that remote work helps bring gender equality to the workplace.People with a range of disabilities experience inequitable conditions in many workplaces. Buildings may provide inadequate or inappropriate accommodation for mobility devices, or public transit options may not offer the correct services to convey an employee to their job. Remote work options give disabled workers the dignity of employment and the ability to economically sustain themselves while adding their valuable skills to a team. In fact, remote work options are becoming increasingly essential for disabled people; companies committed to the goal of inclusion should consider the benefits that remote working offer to this population in particular.

What Customers Expect

The issue of diversity does not just affect the internal workings of an organization. A rising tide of consumers – especially those born since the 1990s – are making their opinions known with their spending habits; they care about seeing diversity meaningfully represented in advertising and by the companies they shop with. Being able to clearly demonstrate that inclusion and diversity are values that your organization holds and implements will send a strong signal to these spenders that you share their ideals. You can firmly state that diversity is more than just a buzzword – it’s a standard you hold your organization to. More than that, it’s a principle you care about.

Creating Change from Within

Recognizing that diversity, equity, and inclusion are important for a workplace is only the beginning. Understanding why these priorities are valuable and the tangible contributions they make to the entirety of an organization is also essential. Having clear workplace policies that comply with employment law is a good first step. Take the next by considering ways to implement remote working options within your organization. This is a strong way to move towards addressing the workplace equity issues facing the business leaders of today.

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Dorthe Jensen, VP, Global Marketing at EPOS talks about navigating the hybrid working landscape and how businesses can use technology and design to empower today’s workers wherever they are located.

Apple’s Tim Cook recently summed up the benefits of the post-pandemic workplace: “hybrid work will allow us to achieve the best of both worlds, the focus and collaboration of the office, and the flexibility and autonomy of remote work”. 

Ongoing global support for the hybrid model can be chalked up to the fact that it offers important benefits for workers and businesses alike. Employees cite improved work-life balance, greater control over their schedules and less stress as primary benefits. This is because, at home, people can manage noise levels, lighting, temperature, and privacy, and tailor their environment to match comfort and productivity. But at the same time, office spaces remain a crucial hub for creativity, collaboration, and culture. 

Navigating this dual landscape requires a delicate balance — one that provides the technology to empower productive remote working, boosted by office spaces that foster teamwork and bonding while providing quiet spaces for those that need to focus.

Office environments which work for everyone

With over 40% of UK organizations claiming that their companies have shifted to a hybrid model, businesses must make sure that office spaces are enticing to encourage staff to travel in and collaborate as a team. This is already having an impact on the way offices are set up.

Many organizations are already waving goodbye to assigned desks in favor of team pods and swapping solitary personal offices for open-plan spaces. Knowingly or not, businesses that take this approach are enforcing MIT professor Thomas Allen’s theory of proximity. This states that most collaboration happens within an 8m radius. Therefore, by physically moving people closer together, organizations are more likely to see staff working together and sharing experiences and ideas. 

While collaboration via proximity is a powerful tool, the downside is that employees can find focused work in the office more demanding due to increased distractions. Background noise can seriously impact productivity leaving workers struggling to interpret and understand the entirety of what’s being discussed in meetings, impacting the absorption and retention of key information. 

However, research suggests that by reducing the effort required in listening, more cognitive resources are freed for speech processing and encoding information into long-term memory, improving recall performance by 10%. What’s more, audio devices designed based on how the brain perceives sound can reduce the cognitive effort to interpret information, resulting in 35% reduced listening fatigue, in turn improving productivity. Investing in smart audio devices is an easy and cost-effective way to reduce staff frustration over noise levels and enhance concentration and productivity when in-office staff need to focus.

Equitable experiences for home and office workers

Another challenge in the hybrid workplace is enabling seamless communication and collaboration between in-person and remote teams. We have all experienced video calls where the sound keeps cutting out or where it is challenges for virtual participants to engage in a conversation that is dominated by the people who are together in a physical space. This is why modern businesses need to create an equitable workplace – one that provides the same opportunities – and visibility – for remote and on-site employees. 

This means investing in collaboration and conferencing solutions that create a unified experience, empowering employees to engage and contribute effortlessly, regardless of their location. A key feature to look out for is exceptional voice pickup – this means that everyone in a meeting can be heard clearly, ensuring that all viewpoints are considered, and nobody gets left out. 

However, technology alone does not have all the answers. Meeting etiquette must also evolve to ensure that virtual participants are being treated in the same way as those physically present – with opportunities to contribute, present and chime in with feedback. This may mean an adjustment in behaviors – for example a regular check in to ensure that virtual participants have had the opportunity to speak. But this behavior change is a small price to pay given the value that true collaboration can bring to a business.

Championing well-being in the Hybrid age 

So, you’ve got your new office space and you’ve figured out the tech. But it doesn’t stop there. To maximize employees’ full potential and boost performance, hybrid frontrunners are also championing employee wellbeing. These frontrunner organizations recognize that employees in 2023 and beyond are looking for more. 

According to Microsoft’s 2022 Work Trends Index, 53% of employees are more likely to prioritize health and wellbeing over work. A further 47% are more likely to put family and their personal lives first. Although offering hybrid work structure already provides an opportunity to improve employees’ lifestyles, many organizations are looking to differentiate their offering by thinking about how they can prioritize employee wellbeing to ensure employees feel positive about their employment status. 

Research from the Foresight Factory suggests that as the employee and employer’s evaluation of purpose and work continues to evolve, nice-to-have wellbeing initiatives today will become business-critical in the next three to five years. This will include initiatives like subsidized counselling services and dedicated time for mental and physical wellbeing along with wearables that monitor stress and burnout.

Figuring out what suits your organization 

Business leaders need to ask what well-being means to different people. Are yoga classes as a wellness perk helpful in addition to structural changes such as pay equity or parental leave? Will time for wellbeing initiatives get used, or would mandatory work-from-home and mental health days be better? 

Similarly, business leaders could benefit from empowering employees by offering them a say in their working environment – everything from opting for a standing desk at home to choosing snacks for the office kitchen – as well as more substantial matters like the collaboration solutions an organization invests in.

For hybrid working to be successful, a balance of space will need to be calibrated for each organization and the wide range of individuals within it. What works successfully for one company or team may not translate to another, so the key is to spend time understanding the needs of your individual workforce and tailoring plans to its needs.

About the Author

Dorthe Krogh Jensen is VP, Global Marketing at EPOS, and part of senior management. She has 18+ years of experience as a commercial marketer, spanning marketing agencies to global corporations. She’s passionate about business transformation, brand positioning, and customer behavior, excelling at transforming strategy into execution to build enduring brands and grow tomorrow’s sales.

The post Collaboration, Wellbeing, and Technology Solutions are at the Core of the Hybrid Office appeared first on The European Business Review.

Are electronic surveillance systems the breakthrough to ensuring productivity with remote work? According to Tweedie and Wild, “100 years of performance management research shows many things critical to work cannot be accurately measured at all. So, the question isn’t just what we should measure, but also if and when.”

Throughout the COVID-19 pandemic, many workers welcomed new opportunities to work from home. This work-from-home transformation also accelerated employers’ use of electronic surveillance systems.

E-surveillance, sometimes termed “bossware” by critics, let employers track workers’ activities remotely using easily available software. For example, software can register what websites workers visit, how often they move their mouse, and can even record from workers’ screens and webcams. Dashboards interpret the data e-surveillance collects. This can include producing real-time productivity scores that combine performance data into an easily observed and ranked number.

While workers can be notified when e-surveillance systems are operating, many systems have the technical capacity to operate without workers being aware. One company boasts that its software “can be silently and remotely installed, so you can conduct covert investigations and bullet-proof evidence gathering without alarming the suspected wrongdoer.” ¹

In the United States, market research firm Gartner found 60% of large employers use monitoring systems.¹ Predictably, e-surveillance has also triggered employee resistance. These include online discussions of legal rights, e-countermeasures like migrating work discussions to new platforms and even physical products like “mouse jigglers” that simulate online activity.

To assess these developments, we need to understand exactly what is new about these e-surveillance systems, and how they affect work and workplaces. We can then consider how workers, managers, and regulators might respond.

What’s new about e-surveillance?

While many media accounts of e-surveillance suggest a new workplace dystopia, the basic structure of these systems is not especially novel.

Although intensive surveillance is a shock to many white-collar professionals, workers in other industries have experienced close surveillance for centuries. Before the industrial revolution, working from home was commonplace. Adam Smith famously argued specialisation makes factories more efficient. But the shift from working at home to the factory was also driven by owners’ desire to monitor workers more closely.

In this respect, there is a historical irony in cutting-edge software tracking workers at home. Just as new technologies like zoom and cloud storage begin to reverse the industrial revolution movement of workers from home to the factory or office, other technologies are enabling surveillance to follow workers back into their homes.

Even white-collar work has been subject to e-surveillance for decades, most notably in call centres. Call centre workers have long been measured and ranked according to variables like average call time, time available to take calls, and so on. Twenty years ago, such surveillance was already precise enough to measure how long workers spent in bathroom breaks as well as on the job.²

Impacts of e-surveillance

Research into previous white-collar e-surveillance, especially in call centres, provides indicative evidence of how new tools will affect workers and workplaces. Three findings are significant.

First, while surveillance systems differ, modern e-surveillance hits just those features correlated with higher stress, suffering, and lost wellbeing. All other things being equal, prior research suggests, more intensive surveillance causes more stress and other harms.⁴ Another key variable is the purpose of surveillance. While workers can react positively to surveillance used for training, they react more negatively to surveillance used for discipline and control.⁵ So, we need to consider not only what technology e-surveillance uses, but also why.

Since dashboard data like productivity scores are typically only available to managers, they seem aimed more at control than developing workers’ capabilities. Indeed, it is hard to see what skills – other than rudimentary time management – much of the data e-systems collect, could develop.

Second, reducing complex work to single numbers can be misleading and counterproductive. Call centre research has distinguished between “quantity” and “quality” call centres. In quantity centres⁶ – which manage high volume, low complexity calls, surveillance can increase call volume, albeit by churning through burnt-out workers. Yet such surveillance is less effective in quality centres that deal with complex calls, where skills and customer commitment are more critical.

These findings are consistent with a larger body of research by Christophe Dejours and colleagues into how performance measurement affects work quality.⁷ Dejours shows how intensive performance monitoring of individual workers can not only harm workers but also decrease work quality. One reason is that quality work – and indeed, safe work, requires cooperation. In turn, cooperation requires openness, trust and collective commitment. Intensive individual surveillance can undermine these norms. While research into new technologies is in its infancy, anecdotal evidence of their effects, such as reported in the New York Times, are consistent with Dejours’ findings.
Third, our review of over 100 years of performance management research found that measurement systems – no matter how simple or sophisticated – are never as accurate as they claim.⁹

Slick software and AI wizardry are beguiling. Paradoxically, the fact we do not really understand how AI works can make productivity scores more appealing. AI’s numerical alchemy can add a magical, even mystical quality to its numbers: We trust them precisely because we do not know enough to understand where they go wrong.

We know these scores do go wrong because even the most intelligent AI cannot see inside workers’ minds. As Dejours has shown, this is where so much of the “work of work” gets done. Digital surveillance can easily track the time the social worker, lawyer, or psychologist spends writing, but not the thought processes that generate these words. And ultimately, these thought processes are the raison d’etre of professional practice.

Even critics can miss this point when debating if new systems capture the right variables. The New York Times quotes Ryan Fuller, former vice president for workplace intelligence at Microsoft, who says: “We’re in this era of measurement but we don’t know what we should be measuring.´´¹⁰ Of course, there are better and worse things to measure. However, 100 years of performance management research shows many things critical to work cannot be accurately measured at all. So, the question isn’t just what we should measure, but also if and when.

Managing the growth of e-surveillance

What lessons might managers and regulators draw from these findings?

To say key features of work cannot be measured does not mean they cannot be managed. But sustaining trust and cooperation at work requires management of a different sort. Rather than measuring outputs, managing the skills and attitudes that drive high-quality work requires managers who can engage with workers directly and openly, and who respect their knowledge and skills. Workplace monitoring may also play a part, especially if the primary purpose is to develop skills and capacities rather than enforce discipline. However, well-documented gaps and biases with prior performance measurement tools suggest e-surveillance cannot be the default position it threatens to become.

Paradoxically, new surveillance technologies offer a chance for managers to show leadership by choosing trust and engagement over technology. This is partly an ethics decision because preventing harm is one overriding ethics principle. But prior research suggests declining the use of intrusive e-surveillance is not only about ethics but also about being committed to quality work. In cases where e-surveillance replaces trust and collaboration with scores, it not only risks measuring things that are not significant to high-quality work but also driving out those that are.

As the use of e-surveillance tools rapidly expands, there is also an important task for regulation. Of course, workplace regulations differ across countries and jurisdictions, and it is not possible to review all these different systems and approaches here.

However, one widespread concern is where legislative frameworks rely too heavily on disclosure and consent to determine when surveillance is acceptable. At a minimum, employers should be required to disclose when surveillance is used and gain informed consent. However, the proliferation of e-surveillance systems suggests that neither informing workers nor requiring consent is sufficient to adequately check their growth. One reason is the inherent power imbalance between employers and workers, which the long-term decline of unions has amplified.

A more insidious concern is that we can adapt to technologies at work that are not in our collective interest. Jon Elster and Elin Palm call this the sour grapes problems: Like the fox in the fable who disparages grapes he cannot reach, we may no longer claim forms of privacy at work we feel we cannot have.¹¹ This might seem a dystopian fear if not for how, as Shoshana Zuboff and others have shown, we already accept levels of online surveillance that would have shocked workers and ethicists alike mere decades ago.¹²

Legal frameworks at least need to set concrete limits on what types of surveillance are legitimate. We also need safeguards that ensure that genuine collective negotiation of other modes of surveillance within industries.

While e-surveillance is not new, it raises new problems for a new age. One advantage this time is that we already have a solid base of evidence about the problems associated with these kinds of surveillance technologies, and about alternative paths we might take. The question, then, is not just the technology as such, but how – and to what ends – we choose to use it this time around.

This article was originally published on 1 February 2023.

About the Authors

Dr. Dale Tweedie is a Senior Lecturer in the Department of Accounting and Corporate Governance at Macquarie University, Sydney. He researches in accountability and ethics at work, especially on sustainability reporting and performance management. Dale publishes in leading international journals and has delivered projects funded by global professional associations.

Dr. David Wild’s main research interests involve political economy, and the phenomenology of work relations. Of specific concern is how working subjects come to understand their social contribution through work. He is currently investigating whether performance management systems can be usefully understood as important ‘ideological’ instruments in contemporary work relations.

References

1. Turner, J. (2022, 9 June). “The Right Way to Monitor Your Employee Productivity”. Gartner https://www.gartner.com/en/articles/the-right-way-to-monitor-your-employee-productivity
2. Taylor, P. & Bain, P. (1999) ‘‘An Assembly Line in the Head: Work and Employee Relations in the Call Centre”. Industrial Relations Journal, 30(2), 101-117.
3. Corbyn, Z. (2022, 27 April). ‘‘Bossware is Coming for Almost Every Worker: The Software You Might Not Realize Is Watching You”. The Guardian. https://www.theguardian.com/technology/2022/apr/27/remote-work-software-home-surveillance-computer-monitoring-pandemic
4. Holman, D., Chissick, C. & Totterdell, P. (2002) “The Effects of Performance Monitoring on Emotional Labour and Well-Being in Call Centres”. Motivation & Emotion 26(1), 57-81.
5. Holman et al. (2002) “The Effects of Performance Monitoring on Emotional Labour and Well-Being in Call Centres”. Motivation & Emotion 26(1).
6. Taylor, P., G. Mulvey, J. Hyman, and P. Bain. (2002) “Work Organization, Control and the Experience of Work in Call Centres.” Work, Employment & Society 16(1), 133–150.
7. Dejours, C., Deranty, J.-P., Renault, E., & Smith, N. H. (2018). The Return of Work in Critical Theory. Columbia University Press.
8. Kantor, J., Sundaram, A., Aufrichtig, A. & Taylor, R. (2022, 15 August) The Rise of the Worker Productivity Score. The New York Times. https://www.nytimes.com/interactive/2022/08/14/business/worker-productivity-tracking.html
9. Tweedie, D., Wild, D., Rhodes, C. and Martinov-Bennie, N. (2019) “How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique”. International Journal of Management Reviews, 21(1), 76-96. doi:10.1111/ijmr.12177
10. Kantor et al. (2022, 15 August) “The Rise of the Worker Productivity Score”.
11. Elster, J. (1983). Sour Grapes: Studies in the Subversion of Rationality. Cambridge University Press; and, Palm, E. (2009) “Securing Privacy at Work: The Importance of Contextualized Consent”. Ethics and Information Technology, 11, 233–241.
12. Zuboff, S. (2019) The Age of Surveillance Capitalism. Profile Books.

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Benefits and Challenges

There are a number of reasons so many companies are making the shift to remote operations. Studies show that remote workers often experience higher productivity levels due to fewer distractions and a more comfortable workspace, and with fewer employees needing physical office space, companies can save money on rent, utilities, and other associated costs. Remote work enables organizations to extend job opportunities to qualified candidates regardless of geographic location. Many employees value the flexibility, better work-life balance, and reduced commute times that remote work offers.

Despite the benefits, remote working also comes with some challenges. Remote work requires employees and managers to communicate effectively through different channels, which can sometimes lead to misunderstandings or lack of clarity. When employees rarely or never interact face-to-face, it can be difficult to build strong relationships and maintain a sense of camaraderie, and ensuring that remote employees feel connected to the company’s values and goals can be challenging without regular in-person interactions. Performance measurement can also be more challenging for HR in a remote environment.

Innovative Solutions

In a world where remote work is rapidly becoming the norm, it’s crucial for HR professionals to stay ahead of the curve by adopting innovative solutions. These can include remote-friendly HR software platforms that provide seamless integration with communication tools, comprehensive performance management systems, and robust data analytics. Implementing such solutions will enable HR professionals to keep up with the demands of managing a remote workforce, while also providing valuable insights to drive strategic decision-making.

One approach companies can consider is outsourcing HR functions, which can help them focus on their core competencies while leaving HR management tasks to experts in the field. This option can prove to be efficient, especially when transitioning to remote work, as it brings on board an experienced team that can help navigate the challenges and implement best practices tailored to the organization’s needs.

Managing Remote Employees

• Emphasize clear communication: Establish regular communication channels and touchpoints to help remote employees stay informed and connected to the team.
• Prioritize goal-setting: Set clear objectives, deadlines, and performance expectations for each remote employee to ensure focus on results and productivity.
• Offer support and resources: Provide remote employees with access to tools, resources, and support systems that enable them to work efficiently while achieving a healthy work-life balance.
• Recognize and reward: Regularly acknowledge the achievements and contributions of remote employees, fostering a culture of appreciation and engagement even from afar.

Preparing for the Future of HR

Stay informed about the latest HR technology solutions that can help streamline remote work processes and support your remote workforce. As remote work becomes more prevalent, ensure your company actively supports employees’ mental and physical well-being through targeted wellness initiatives, and encourage remote employees to participate in online learning opportunities that will not only benefit their personal development but also improve their effectiveness as valuable team members.

Develop a comprehensive remote work policy that outlines expectations, communication protocols, and support systems for remote employees. Provide a seamless remote onboarding experience for new hires, ensuring they feel connected, informed, and confident in their new role from day one. You can also organize virtual events and activities that encourage remote employees to interact and forge strong relationships with their colleagues. Regularly solicit feedback from remote employees to identify areas for improvement and make necessary adjustments to remote work policies and practices.

Flexibility and Diversity

Maintaining flexibility in organizational policies and practices is essential for successfully managing a remote workforce. This could involve embracing a variety of working hours, working styles, and communication preferences to accommodate the diverse needs of remote employees. The ability to adapt quickly and respond to changing circumstances empowers both employees and HR professionals, creating a more agile work environment that can thrive in the evolving business landscape.

Remote work has the potential to foster more diverse and inclusive workplaces. By prioritizing diversity and inclusion in hiring practices and fostering a culture that values and respects each individual’s unique perspectives and experiences, companies can benefit from the wealth of creativity, innovation, and problem-solving skills that a diverse workforce brings. HR professionals should actively promote initiatives that support diversity and inclusion within remote teams, ensuring employees feel a sense of belonging and engagement with the company.

Final Thoughts

Navigating the shift to remote work presents a unique set of challenges and opportunities for human resources professionals. By embracing a strategic, flexible, and proactive approach, companies can successfully transition and manage a remote workforce while maintaining productivity, job satisfaction, and a strong company culture. The future of HR is remote, and this guide offers a strong foundation for embarking on your remote work journey.

The post The Future of HR: Navigating the Shift to Remote Work appeared first on The European Business Review.

As Stephan Kudyba explains, generative AI affects companies in different ways….it all depends on the data that they rely on.

As the rollout of generative AI gains momentum, the debate about its effect on the labour force is intensifying. Automated document and code creation and the production of innovative images has industries of all walks on the edge, perplexed about how this technology can be used to enhance operational efficiencies and work productivity through reduction of time, and possible labour inputs.

Before we throw in the towel on the importance of humanity, we’ve got to conduct a reality check on what the process entails to use generative AI, and what the task of operationalising this platform to be part of everyday activities involves. The technology has introduced dramatic functionality in disseminating user prompts to access and process established data resources, creating content corresponding to user directives, all in a matter of seconds. Although this functionality seems cutting edge, the reality is that versions of it have been in existence for years. The truly impressive elements of current large language models (LLMs), however, is the speed and processing capabilities of extremely large data resources.

The Driver of Disruption

The key element to determining how generative AI will impact the viability of a company’s strategic focus and the corresponding underlying workforce relies on the data that it utilises to provide value to its customers. Remember, AI gains its value by the data it can access and analyse to produce output. The platforms that have been released to the marketplace so far access available data resources that exist in the digital, open space and those created by data gathering entities as well.

Organisations that largely rely on these data can gain greater value from generative AI, since it can process and produce custom output that addresses worker and consumer needs quickly. Unfortunately this increases a company’s exposure to greater disruption from competitive forces. The logic follows that LLMs can produce creative output at a fraction of the time of humans. Jobs that are grounded in leveraging open data resources to produce content for consumers are at risk, given that a general user base can access generative AI and create content themselves.

Disruption…the Driver of Innovation

This may be the reason behind Chegg Inc. claims that ChatGPT has disrupted its business recently, as the company leverages available online data along with expert input to produce content that aids educational activities for students.¹ Students may now look more to generative AI themselves to create the desired information. The response to this disruption, however, has been a pulse of innovation, as the company seeks to produce its own generative AI-based system and add proprietary data resources and advanced interaction with customers.

The driver of disruption and innovation is also illustrated in CARMAX, who took a proactive initiative to work with generative AI providers to optimise available data resources, adding additional data, to produce valuable web content for their customer base in a fraction of the time it previously would have taken.² This proactive approach helps mitigate the potential disruptive force that arises from simply relying on open data resources (data on used cars) which is accessible to general users of generative AI.

Both of these examples describe the exposure to the disruption of organisations that depend on open data resources. These disruptions can cause a reduction in labour inputs for producing custom content for consumers. However, the innovative reactions can cause increases in work in the form of:

1. generative AI prompters to create custom output
2. Editors of output that is created by generative AI
3. SME work groups that seek to optimize data inputs to enhance information output.

The Net Creation of Work if Internal Data Is Essential

A major task that must be examined at this juncture regarding the effects on displacing jobs revolves around the operationalisation of LLMs in organisations. LLMs have shown their value in creating limited text- and code-based content, where users need to edit the output generated.

This can no doubt replace more routine-based job functions (e.g., creating blogs, preparing marketing blurbs, producing code for a particular application, creating images). However, the process of operationalising generative AI as an integral part of an organisation’s technical infrastructure may actually introduce more work and human input. Two potential tactics that have currently evolved to address this issue include fine-tuning and in-context learning.

The true balance of work creation verses disruption is evident when organisations require not only open/public data resources to produce relevant content, but data that is internal to the organisation. Existing generative AIs have been designed to leverage data that is open to the marketplace, but not the more sensitive internal resources of particular companies. This introduces a significant hurdle to operationalising LLMs, or in other words, using generative AI technology for everyday use to produce value to the company and to the market it serves. These companies need to devote significant work resources to organising existing and real-time data that is integral to creating credible output.

Consider the financial/investment industry (e.g., Morgan Stanley) that is looking to leverage LLMs to create custom information regarding wealth management issues.3 In order to create credible content, generative AI must access and process a multitude of market data, including data residing on the open market and data produced internally through the work activities of systems and employees, where the currency or timeliness of data is essential. Will generative AI result in significant job reduction in this industry by replacing the ability to produce credible wealth management content? Or will the result be a creation of work and corresponding labour inputs to accomplish new and augmented work tasks to operationalise generative AI?

Organisations that intend on using generative AI as an operational platform that requires the access of internal and open/public data may be faced with increased work involving the reorganisation of internal data resources (e.g., categorisation, storage, naming, codification, etc.) to be accessed by generative AIs. This involves data professionals and SMEs or individuals with technical skills and domain knowledge. Other, new work that is required entails prompt engineers or individuals that have the skills to optimise generative AI prompts to create desired output. Additionally, this output has to be verified according to relevance, accuracy, and timeliness, which again requires SME domain knowledge of content produced. These jobs are content editors.

The Degrees of Disruption and the New Effect on Work

The key message to emphasise is that generative AI can no doubt disrupt and reduce the human element in conducting basic tasks. This may render certain jobs obsolete or may augment previous job roles to higher value creating activities.

Organisations that heavily rely on data resources in the open digital market that are re-bundled by generative AI to provide value to their consumer base are at risk of disruption, as generative AI can automate much of this. The response in this case is to innovate and enhance the value of content it produces to consumers. Again, this is disruption balanced against innovation, or the loss of some jobs and the creation of others.

The last example illustrated involves the case of companies who require the input of custom internal data and operationalising LLMs in its workflow. The balance for this sector seems to favour an increase in work and human input in the form of optimising internal data resources, prompt engineers, and content editors to maintain a quality workflow which is measured by the production of relevant, accurate, and timely information.

Will the world experience dramatic reductions in the need for the human element? Don’t count out the knowledge and innovation of individuals.

About the Author

Stephan Kudyba is a professor of analytics and information systems at the Martin Tuchman School of Business, New Jersey Institute of Technology. He has held senior management positions at prominent organisations and has been a researcher, professor, and practitioner of AI applications in business for over 20 years. Dr Kudyba has written articles for Harvard Business Review, MIT Sloan Management Review, InformationWeek and The Wall Street Journal to name a few, and has published eight books addressing technology, analytics, and organisational performance. Email: SKudybs@gmx.com

References

1. 1Singh, M.“Edtech Chegg tumbles as ChatGPT threat prompts revenue warning”, Reuters, May 2, 2023.
2. 2 Rooney, P. “CarMax drives business value with GPT-3.5”, CIO Magazine, May 5, 2023.
   3 Davenport, T. “How Morgan Stanley Is Training GPT To Help Financial Advisors”, Forbes Magazine, May 20, 2023.

The post Will Generative AI Disrupt your Company and your Need for Workers? appeared first on The European Business Review.

In an era defined by digital connectivity and evolving work dynamics, remote work has emerged as a transformative force in the professional landscape. As more organizations embrace flexible work arrangements and individuals seek greater autonomy, mastering the remote work transition has become a crucial skill for first-time remote workers. 

This guide is designed to empower you with the knowledge and tactics needed to survive in this ever-changing world, whether you’re embarking on a new remote job opportunity or navigating the unfamiliar territory of a virtual work environment. 

The remote work revolution provides unprecedented freedom, allowing individuals to establish their own workspaces and schedules that suit their own interests and lifestyles. However, with this increased flexibility comes a new set of problems that can be overwhelming for individuals leaving regular office settings. Physical proximity, face-to-face contacts, and established rituals can all interrupt productivity, impede cooperation, and create a sense of isolation. 

In this article, we will explore a holistic approach to mastering the remote work transition. By addressing key aspects such as establishing a routine, nurturing personal well-being, fostering meaningful connections, harnessing the right tools, and optimizing productivity, you will be equipped to navigate the remote work landscape with confidence and success.

Ready to start? Let’s delve right in!

Establish a routine

Perhaps the biggest challenge to adapting to a new work arrangement is finding your routine. Humans find comfort in the familiar, so until you become used to working from home you’ll likely feel out of place. 

We all have our office routine, usually revolving around peak productive times, meetings and down time for things like lunch and coffee. Just because you’re working from home it doesn’t mean that you can’t recreate something similar. 

My team has had a flexible work setup for years, so I’ve gained some experience in this regard. Here’s an example of the type of routine I encourage my team members to create for themselves when working from home:

1. 1. Morning exercise– it’s important to take into account the reduction in your own mobility while working from home. Previously you may have walked to work, climbed some stairs, left the office to get lunch, etc. Compensation for this is important for your physical and mental health.
   2. Get dressed for work- there’s a general principle that just because you can do something doesn’t mean you should. In the context of working from home, just because you can spend all day in your pajamas doesn’t mean you should. In order to set the right tone for yourself, take the time to prepare yourself for the day just as you would if you were going to the office.
   3. Breakfast and personal time– maintaining healthy eating habits is always important, but never more so than when working from home and practicing social distancing. Breakfast is also the perfect opportunity to do something for yourself- catch up on the news, read a book, just look out the window or anything else that brings you joy. 
   4. Create a plan for your work day- taking time in the morning to outline your tasks and goals for the day is a great way to maintain focus. This is also something you can share with your supervisor and/or colleagues in order to keep them up to date and informed. 
   5. Work smart- hunching over your laptop for 8 straight hours will not lead to your most productive work. When you feel that you need a break, take one. In the office you would find ways to clear your mind and stretch your legs, so do the same here (more on this below).
   6. Finish work at a set time- working hours are working hours, and this shouldn’t change just because you’re now living at ‘the office.’ Set a clear end time for your work every day. Of course this can be adjusted in certain cases, as in the office. However, sticking to strict working times can create an important separation of your work and your personal life.

Don’t forget to take time for yourself

One of the biggest challenges of working from home is the feeling that you’re always connected. Too often people get up, turn on the computer, begin working and don’t stop until late in the evening, putting in much more than the 8-hour day. Partly this comes from a drive to ‘prove’ that you’re working, a mindset that you should try to overcome as you become more comfortable with remote work. 

Just because your home has now become your office you shouldn’t feel obliged to be available during all waking hours. In fact, now more than ever it’s important to take time for yourself in order to maintain your physical and mental health. 

Set clear working hours, with the appropriate amount of breaks, and stick to them! You’ll be doing no one any favors if working from home leaves you drained and unmotivated. Not to mention that your productivity will certainly suffer if you don’t set aside time for yourself. 

Find ways to interact in person

One of the biggest challenges of working from home is the loss of human-to-human connection that you find in the office. You’ll quickly come to value, and miss, the in-person interactions that you find in the office. 

Humans are social beings, and we need to feel connected. In fact, research shows that 19% of remote workers report loneliness as their biggest challenge. That’s why when working from home it’s crucial to find ways to interact in person. 

My team carves out time at least once a week to hold in-person team meetings using video team communication software. During these meetings we have a rule that everyone has to use their camera, and we take time at the beginning to share updates about ourselves. These meetings help us reconnect and reduce our feeling of isolation at home. 

Find the right tools

I’ve purposefully put the discussion of tools last, as the previous points are the most important. Too often people hope for a technological solution to a human challenge. Using the right tools can certainly help you feel more connected and increase your ability to collaborate. However, tools are a means rather than an end, and it’s much more important to nail down the points above before considering technology. 

With that said, there are some broad categories of tools that can help you and your team stay in touch and maintain productivity. Your choice will depend on many factors, including your current setup, your team’s specific needs, the size of your team, the size of your budget, etc. 

This is something to look into when doing your research.  

• Cloud computing

Many businesses are still relying on a locally based network in their offices. If you’re one of them, then it will likely become necessary to begin using cloud computing. This is one of the most efficient ways to have remote access to your internal documents and other vital information. This access is vital to your team’s collaboration.

Here are a few examples of some of the most popular cloud computing solutions:

Amazon Web Services (AWS) – a wide range of web-based services including pay as you go cloud storage. Amazon Web Services is a multifaceted option for your cloud computing needs. 

Google Cloud – a cloud computing service that uses the same infrastructure as other popular Google services. Google Cloud allows you to integrate with Google’s popular GSuite tools, which makes it a good choice if you’re used to working with apps like Google Docs.

IBM Cloud – another popular cloud service with a range of features and many flexible options. IBM Cloud offers similar services through 60 data centers worldwide, meaning you can access it from anywhere you’re setting up your remote office. 

• Team communication solutions

Moving to a remote work setup means that your team will need to consider how to stay in touch. One way to do this is to schedule regular touch point meetings, where you can catch up on your progress, share feedback and brainstorm ideas. There are plenty of options on the market, from instant messaging platforms to video conferencing software. Your choice will ultimately need to reflect your team’s specific needs, for example, whether you need to keep in constant touch and be able to collaborate in groups, or you do most of your work individually.

Here are a few examples of tools to help orient you in your search:

Zoom – a remote conferencing service that’s gaining a lot of attention during the current crisis for its work, educational and social uses. Zoom offers a range of tools for online meetings, chat and collaboration. 

Slack – a communication channels based IM platform, Slack allows you to structure your professional communication by teams and topics. There’s also the ability to integrate an unlimited number of apps, which can help streamline your remote communication. 

Microsoft Teams – an integrated collaboration platform that provides meetings, chat and storage features. Microsoft Teams is a good choice if you’re looking for a more comprehensive collaboration solution for your remote work. 

• Organization and Productivity apps

Staying focused and on task is difficult in  the best of circumstances. Without the structure that an office environment provides it can become even more difficult. There are a range of apps developed to help teams stay organized and productive. From time tracking and scheduling software, to project planning and workflow organization, there’s an app for pretty much every need. 

Here are some different apps that you can check out:

Calendly – an appointment scheduling app that helps to streamline your appointment making and calendar management. Calendly is a good choice if you’re managing multiple meetings and engagements while working remotely. 

Trello – a project management software that allows you to break down and visualize larger workflows into individual tasks with assigned owners. Trello is a good option if you need to help structure larger projects.

ProofHub – is an all-in-one organizational and business app designed to empower teams to stay organized, work more efficiently, and increase productivity. With comprehensive features, ProofHub helps simplify project management, team collaboration, work tracking, communication, and scheduling, all on one platform.

Final thoughts

Change can be scary, but oftentimes we develop the most in situations when we’re pushed outside of our comfort zones. Suddenly being forced to switch to a home office setup due to external factors is just such a situation. By approaching this change with an open heart, open mind, and of course, a good plan, you can turn a challenge into an opportunity for growth! 

As you continue your remote work journey, remember that it is an ongoing process of growth and adaptation. Embrace the opportunity to learn and evolve, constantly seeking new strategies and tools that align with your goals and aspirations.

Additionally, stay connected with the remote work community. Engage in online forums, participate in virtual events, and connect with like-minded individuals. By sharing experiences and insights, you can tap into a wealth of collective knowledge and support.

Finally, always approach remote work with a growth mindset. Embrace challenges as opportunities for growth, remain adaptable, and be open to exploring new possibilities. Remote work offers tremendous flexibility and freedom, and by continuously expanding your skill set and knowledge, you can unlock its full potential.

Now, armed with a solid foundation, practical strategies, and a resilient mindset, it’s time to embark on your remote work journey with confidence and enthusiasm. Embrace the endless possibilities, seize opportunities, and enjoy the unique benefits that remote work offers.

About the Author

Radina Skorcheva is a Digital Marketing Specialist at Inbound Blogging, specializing in Content marketing and SEO. Radina is helping brands share their voices and scale their businesses through powerful digital marketing strategies. You can connect with her on LinkedIn.

The post Mastering the Remote Work Transition: A Guide for First-Time Remote Workers appeared first on The European Business Review.

The piece analyzes how top European organizations are embracing remote work and undergoing digital changes in order to adapt to the evolving work landscape.  

Intro 

Remote work has been vital in accelerating the digital transformation journeys of major companies as they strive to stay ahead of the curve. Traditional work paradigms have undergone a transformation because to remote work, which has allowed workers to escape the limits of traditional offices. 

Remote work has become quite popular, offering flexibility, productivity, and cost-efficiency to both businesses and individuals, with technological improvements serving as a pillar. The borders of conventional organizational structures are being destroyed as Europe embraces the era of remote work, ushering in a fresh round of digital revolution.  

In this article, we look at how the dynamic trend toward remote work has changed the way companies operate and thrive. Discover the important trends influencing remote work, as well as the problems encountered and the inventive solutions used by European businesses to overcome them. In addition, we shed light on the role of technology in facilitating remote work and promoting corporate success. This article is a must-read if you want to learn how remote work is altering Europe’s corporate landscape and driving digital transformation. 

Key Trends Revealed Redefining the Future of Work 

The way companies operate across Europe has changed dramatically as a result of remote work. Key changes that are altering traditional work arrangements and enabling businesses to embrace the benefits of remote staffing have spurred this dynamic transition.

The adoption of hybrid work arrangements, which provide employees the freedom to split their time between office presence and remote work, is one of the significant trends. With this strategy, remote and in-person cooperation may be combined seamlessly, increasing productivity and strengthening team bonds.

The rise of flexible working hours, which give employees the choice of when to work and can assist them better manage their personal responsibilities and preferences, is another important trend. This flexibility enables workers to operate at their best during their most productive times and helps them attain a better work-life balance.

A flexible working arrangement is a top three motivator for finding a new job.

Motivation for seeking a new job, % of respondents looking for a job 

Tools for virtual collaboration have become essential to remote work since they allow for seamless teamwork, project management, and communication. These solutions, which range from video conferencing systems (Zoom, Skype, Teams etc) to project management programs (Trello, Asana, Jira etc), eliminate physical barriers and promote efficient virtual teamwork. 

According to Forbes [1] research: 

• 12.7% of full-time employees are working from home, while 28.2% are likely to use a hybrid model. 
• 98% of employees would like to work remotely at least some of the time. 
• 93% of businesses intend to continue doing job interviews via videoconference.
• 16% of businesses are entirely remote. 
• 71% of remote workers stated it helps them balance their professional and personal lives. 

There is no denying the advantages of remote work for both businesses and employees. Companies may access a global talent pool by embracing remote work, which crosses geographical borders and opens doors to varied skill sets. Additionally, working from home saves money on office expenses because it eliminates the need for expensive physical infrastructure and overhead costs.

Working remotely improves work-life balance for employees by letting them prioritize personal obligations while working toward their professional objectives. The ability to work from anywhere and the elimination of lengthy commutes both boost job satisfaction and general wellbeing.

The Digital Metamorphosis of Remote Work 

Remote work has become a digital transformation catalyst, altering the operations of prominent European corporations. Recognizing the promise of remote work has led to the adoption of breakthrough technology that enables seamless communication, increased productivity, and transforming work cultures.

Cloud platforms have played a critical role in enabling remote work and driving digital transformation. Microsoft Azure, Dropbox Business, Salesforce, and other platforms provide safe and scalable infrastructure, allowing employees to access vital data and apps from anywhere. Cloud-based solutions allow for real-time communication while also supporting seamless file sharing, version control, and document management, changing standard workflows into dynamic virtual environments.

Project management tools, which enable efficient coordination and cooperation among geographically distributed teams, have become vital in the remote work landscape. Organizations may improve efficiency and transparency by using technologies such as Trello, Monday, Jira, and Basecamp to manage project progress, assign tasks, and ensure good communication. Task assignments, timetables, and progress monitoring provide for seamless project management and enable teams to achieve high-quality results regardless of physical proximity.

Market Share of the Leading Project Management Software 

Remote collaboration has been transformed by breakthrough tools like Teams, Zoom, and other virtual communication platforms. Since they make it possible for smooth instant messaging, excellent video conferencing, and productive online meetings, they have emerged as the cornerstone of successful remote teamwork. Through bridging the physical divide between team members, these platforms have promoted a sense of belonging and improved communication. 

These technologies duplicate the advantages of face-to-face encounters, even when working remotely, through real-time engagement, virtual brainstorming sessions, and captivating virtual presentations. A strong sense of connection and effective collaboration among remote teams have been made possible by embracing these potent tools.

Best Virtual Team Communication Tools

Leading European companies have successfully implemented remote work methods, embracing digital transformation. Here are a couple such examples: 

• AutomateX

To improve operational efficiency, AutomateX, a financial technology company, implemented remote work tactics that leveraged cloud-based technologies. 

• iDesign Solutions

iDesign Solutions, a robotics-focused software development firm, changed their operations by integrating project management tools and virtual communication technologies. 

And many more… 

The combination of remote work and digital transformation has transformed how European businesses operate. The successful instances of companies embracing remote work as a catalyst for digital transformation attest to remote work’s enormous potential and transformative power in today’s changing business world. 

Overcoming Obstacles in Remote Work Environments

Companies that embrace the flexibility and benefits of remote employment face challenges that must be effectively addressed. European businesses have had to adopt strategies and best practices to handle difficulties ranging from cybersecurity concerns to sustaining team cohesion and managing distant teams.

Cybersecurity is one of the main issues while switching to remote work. Employee access to corporate networks and confidential information increases the possibility of data breaches and cyberattacks. Strong security mechanisms, such as encrypted communication channels, multi-factor authentication, and routine employee training on cybersecurity best practices, have been implemented by European businesses to address this issue. Companies may guarantee a secure remote work environment by putting a high priority on data protection.

Maintaining team cohesiveness can be difficult when working remotely. Collaboration and efficient communication might be hampered by a lack of face-to-face interaction. To encourage engagement and connection among team members, European businesses have used virtual team-building exercises, regular video conferencing, and virtual collaboration technologies. Strong remote teams have been developed through the promotion of virtual socialization, open communication, and clear expectations.

In particular, hiring and onboarding remote developers can be difficult when managing remote teams. Devler.io can be useful in this situation. European businesses can effectively find and hire top talent from a pool of vetted engineers by utilizing Devler.io’s marketplace, assuring a streamlined onboarding process and easy integration into remote teams.

While remote work poses difficulties for businesses, European companies have successfully overcome these obstacles through inventive and smart initiatives. Companies have set themselves up for success in the remote work environment by tackling cybersecurity threats, fostering team cohesion, and utilizing specialized platforms for hiring engineers like Devler.io. As a result, they have improved efficiency, collaboration, and adaptability.  

Success Stories of Companies in the New Remote Work Landscape

The innovative and productive examples of businesses that have successfully made the switch to remote employment are inspiring. Through their experiences, we see the power of digital transformation in creating new possibilities and getting exceptional outcomes.

Zappier

The ability to work remotely is essential for effective teams, thus that is the real reason why it works. Wade Foster, a co-founder of Zappier, is the author of the words.

The three co-founders of this company had to work individually because their schedules were so dissimilar when they first launched the business as a side gig. In the end, their online communication was so effective that millions of workers use their software to automate tasks today. Naturally, Zappier’s staff members are free to work from any location.

Airbnb

“We want to hire and keep the most talented individuals. We would be at a significant disadvantage if we restricted our talent pool to those who commuted close to our headquarters. 

The most talented individuals are dispersed throughout the world.” – Airbnb writes on their webpage. The main justification given by Airbnb for allowing its workers to work anywhere in 170 different countries is that they believe that by hiring from a diverse range of communities, they will grow to be a more diversified company.

Dell Technologies 

Although all businesses and organizations are excitedly anticipating a return to “normal life and work,” Dell made the decision to split presential and remote work 50/50 by 2020 even before Covid. 

Dell even issued a brief book [2] while other companies shared relevant statistics and commentary in blog entries. The book examines the phenomena from a technological standpoint, providing information for businesses that may desire to change.

These inspiring stories from global companies highlight the transformative impact of remote work and digital transformation. Improved productivity, increased employee satisfaction, and innovative approaches to collaboration are just a glimpse of the remarkable results achieved. 

Devler.io’s Role in Accelerating Digital Transformation in Europe

Devler.io is a platform that matches clients from around the world with talented European developers. Devler.io, which has a strong commitment to innovation and excellence, is enabling European businesses to successfully navigate the rapidly changing world of remote work and build highly competent remote teams.  

The core of Devler.io’s primary focus, connecting engineers with clients, is a profound awareness of the difficulties businesses encounter while forming remote programming teams. Devler.io streamlines the hiring process by connecting businesses with top-tier experts who have the essential skills and expertise by utilizing their huge network of talented developers. 

By collaborating with Devler.io, European businesses have access to a global network of highly qualified developers, enabling them to create remote programming teams that foster success and creativity. These businesses may tap into the strength of the world’s talent by utilizing Devler.io’s platforms, overcoming regional borders and opening up fresh growth prospects.

Conclusion 

Remote work is becoming more typical in a wide range of businesses as technology develops.  It brought to light the crucial role that technology plays in enabling remote labor and fostering commercial success. The emergence of remote work trends, the advantages of flexibility and collaboration, and the difficulties businesses encounter were among the major talking themes here. 

By using the Devler.io platform, businesses can gain access to top talent, and reap the full rewards of remote work and digital transformation. Access to a pool of highly vetted IT professionals from Europe is made available by Devler.io. Businesses can easily find and hire the top developer that fits their unique needs.This not only makes cooperation easy but also guarantees that businesses may benefit from remote work’s higher productivity, cost-effectiveness, and access to a worldwide talent pool. Businesses may embark on a transformative road to digital success with Devler.io, fostering innovation and expansion in the remote work environment.

About the Author

Yuriy Dobryanskyi is the founder of Devler.io, a platform for matching great products with vetted software engineers from Europe. In previous years, he worked as a senior Ruby On Rails developer, which greatly influenced his subsequent co-founding of Innovation Feel with Ruby on Rails as the core technology. 

References

1. Remote Work Statistics And Trends In 2023: https://www.forbes.com/advisor/business/remote-work-statistics/ 
2. Ed Tittel – Moving Forward in a Work-fromAnywhere World: https://www.delltechnologies.com/asset/en-us/products/multi-product/briefs-summaries/dell-vmware-enablingwfa-ebook.pdf 
3. Devler.io – is the platform for matching projects and experienced vetted European software developers.

The post ​​The Rise of Remote Work: Digital Transformation of Europe’s Leading Companies appeared first on The European Business Review.

If you have tried managing remote teams, you will know that being productive is one of the biggest challenges in remote work. Since remote working is still relatively new, it is common to not fully understood how to have a highly productive remote team.

However, following these 7 tips, you can increase your team’s productivity while working remotely.

How to Increase Remote Team’s Productivity

1. Set Expectations

Having clear goals and measurable targets help your team to focus by knowing what to work towards. Lack of motivation and  clarity, along with uncertainty can lead to confusion and haphazard workflow. Discuss with your team and decide on what should be the expectations and goals.

Make it clear when and how long they should be available when working remotely, what personal targets they should fulfill, which way would their performance be measured, etc.

Setting goals and milestones can keep remote workers engaged and motivated.

Being transparent will help increase trust with remote employees. It also increases accountability in the organization. When expectations are clear, remote workers will do what is necessary, be it dressing properly for the video calls or achieving goals in a timely manner.

2. Communicate Properly

Lack of face-to-face communication in remote work can be hard for managing the remote team. Communication is essential when working remotely. Maintaining a smooth and efficient remote work environment requires communicating with colleagues about ongoing projects and keeping them informed of the most recent activities and availability.

Try to make a planned timeline and arrange daily check-in to communicate the progress or challenges. Everyone will know how the projects are progressing and where to focus more. Following the scrum methodology can be useful as well.

Communicate clearly with videos or pictures whenever necessary. Human interaction might not get through the videos, so you will need complementary media to make the story clear. These resources will help them learn how to do a task.

Encourage your team members to communicate regularly with other team members, whether through video calls, instant messaging, or other communication tools to other social intranet tools like Empuls It is also important to foster a collaborative work environment where team members can work together seamlessly, regardless of their location.

Be it one on one meetings, or video conferences for the teams, follow the best practices of digital meetings. For having the best meeting experience, try to dress professionally and look into the camera.

Video conferencing & Communication tools

Selecting the proper communication tools will help you keep in touch with your team members. Keeping everyone in the same place will lead to increased connection and communication. Zoom, Google Meet, Skype, and MS Teams are some of the most widely used tools. Be sure to check multiple tools and use the one that suits your organization.

Team chat tools like Slack and Discord can be useful for less important and basic chat communication. Streamline the communication process and channels for easy collaboration among remote team members. Using email or chat to collaborate or discuss complex work can take up a lot of time. Sharing screens via communication tools can be helpful in this regard.

3. Optimize Processes

Doing whatever for getting something doesn’t work. Creating Standard Operating Procedures (SOP) can help in this regard. Employees can check these instead of coming up with their own methods to handle a situation. Streamlined communication processes can also be helpful in increasing the productivity of remote workers.

Optimize video calls and meetings as well. Too many video conferences can do more harm than good. Whatever can be done by basic chat communication, should be done with chat. For video calls, ensure that everyone is following the proper etiquette and keeping the meeting short.

Modify all of the current processes, since it will be a new work environment and style of work. Methods that worked in the office, will not work accurately while working remotely. You have to modify your company culture for the remote work environment.

4. Utilize Tools to Get More Productive

There are many tools to increase the productivity of your remote team. While these tools can be used by office employees as well, they are ideally suited for remote employees.

Manage time and employees to be more efficient

When working remotely, it’s quite easy to get distracted and get less productive. To get things done in time or to track the worked hours, you need to use time tracking software. Most time tracking tools have remote employee monitoring for a better understanding of employees’ work and to let them minimize distractions. However, keep in mind that the goal is to not micromanage, but ensure employees are working diligently and efficiently.

Additionally, take advantage of using a workforce management platform that will assist in optimizing employee schedules by taking into account predictive customer traffic and individual employee attributes. By leveraging advanced algorithms and data analysis, the platform can accurately forecast customer demand and allocate the right number of employees with the appropriate skills to meet that demand effectively.

Manage projects better with Project Management Software

Project Management Software (PMS) helps you organize, manage and plan projects efficiently. There are multiple different tools for managing projects. Top PMS includes- Trello, ClickUp, Monday.com, Asana, Wrike, Basecamp, etc. Third-party integrations and add-ons are available to make these tools more robust.

They allow you to organize projects, assign tasks to members, deal with deadlines, and adjust priorities. You can work with a Kanban board, Gantt chart, and scrum frameworks. PMS gives you a brief idea of how the tasks and projects are progressing and makes the workflow more efficient.

Collaborate smartly with cloud-based solutions

For file sharing and collaborative editing, you need to pick a cloud system. Cloud software suites like Google Workspace have an option for the whole team to contribute and work together. You can check who is working where and organize the workflow. Microsoft Teams can also be helpful. Use Dropbox, and Google Drive for uploading files and sharing between teams.

Even normal tools like Canva has collaboration options for teams. However, for more realistic collaboration, you can use tools like Miro’s whiteboard to collaborate with the team and brainstorm ideas using visuals. Working together will foster better collaboration.

5. Use Feedback and Adapt

Even without giving monetary rewards, constructive feedback alone can increase team members’ motivation and engagement. Providing them with what they are doing right and what could be done better will help them utilize their strength and improve their weakness.

Feedback is a two-way street. You also need to ask for feedback from your team regularly, at least every quarter. The feedback loop improves the quality of products and processes. Your team members might have great suggestions on how to improve their own work or the efficiency of the whole organization. On the other hand, most workers feel disengaged when they get barely any feedback, or when their feedback is not listened to.

Since remote work environment is different, new types of issues may arise. You need to handle these situations methodically and adapt. Organizations need to constantly adapt to survive. That’s why you shouldn’t be afraid of adapting new work culture. Even the best leaders won’t be able to come up with great ideas consistently or make perfect systems with highly optimized processes. Make it safe and easy to share ideas and issues, so that you can work with the most efficiency.

6. Dedicated Workspace for Team members

One of the top challenges faced by remote employees is not having a proper place to work from. Be it family members roaming around or not having proper tables and equipment. Having a dedicated workspace will make it feel like work is separate from personal life, and therefore easy to manage without getting distracted.

Since you don’t have to give onsite perks, you can use that money to give a remote work stipend. Give them an allowance for setting up a proper home office. If employees can work more comfortably, it will be better for the company as well.

Be it a one-time payment or paid on a regular basis, the stipend should cover electricity and internet bills and all the equipment they might need: a laptop, monitor, webcam, and accessories. Noise-canceling headphones, a height-adjustable desk, and an ergonomic chair can be helpful as well. Normal furniture isn’t ergonomic and can cause back pain. Getting an ergonomic workspace can make remote work comfortable and efficient.

7. Teambuilding and Celebrations

Getting along with coworkers can lead to higher satisfaction on the job and increase team efficiency. This also applies to remote teams. Remote work decreases team bonding and trusts between colleagues. This often leads to lower-quality collaboration and less communication.

Teambuilding activities can build healthy company culture and camaraderie. Try to get together once a month or arrange quarterly retreats. You can recognize their efforts and appreciate their hard work in these events. However, the focus should be on having activities together and team bonding.

Celebrating achievements and milestones can give a sense of advancement and growth as a team. Encouraging individual growth can also be beneficial for the company. Both individual and team growth will help make your organization more productive.

Conclusion

Working remotely can be daunting at first glance. But, if you can adapt properly and use these tips, you should see increased productivity in your remote team. If properly managed, remote workers can be more efficient than typical office workers, achieving company objectives and producing high-quality work consistently.

The post How to Increase Remote Team’s Productivity with These 7 Tips appeared first on The European Business Review.

Understanding the Importance of Accessibility

Accessibility in the remote business context implies that every team member, regardless of their physical capabilities or location, should have equal opportunities and means to engage in work activities. It involves providing necessary accommodations and leveraging technology to enable all individuals to perform their tasks effectively.

If you’re thinking, ‘why bother?’ then consider this. A diverse and inclusive workforce, which inherently includes persons with disabilities, fosters innovation, better problem-solving, and has a broader perspective. These factors lead to improved performance and profitability. So, making your remote business accessible is not just ethically right, but it’s also a strategic decision.

Fostering an Inclusive Culture

Inclusivity starts with the company culture. A culture of inclusivity lays the groundwork for accessible business operations. Encourage open discussions about disabilities, destigmatise them, and provide training to ensure all employees understand the importance of accessibility and inclusivity.

The leadership should lead the charge in building an inclusive culture. It involves modelling behaviours, setting expectations, and providing necessary resources and support to employees. The key is to ensure that every employee feels valued and included, which will inherently make your business more accessible.

Leveraging Technology for Accessibility

Technology has emerged as a great equaliser in the business world. It has opened up unprecedented opportunities for people with disabilities to perform tasks they might otherwise be unable to do. However, it’s crucial to choose the right technology solutions to enhance accessibility in your remote business.

Use software that offers accessibility features, like closed captioning for video conferences, screen reader support for visually impaired users, or speech-to-text technology for those who have difficulty typing. Evaluate all your business software – from project management tools to collaboration apps – to ensure they support accessibility.

Offering Flexible Work Arrangements

Another aspect of improving accessibility is providing flexible work arrangements. Not everyone can work efficiently during traditional business hours, especially those with certain disabilities or those who live in different time zones. Offering flexible hours can help these individuals perform at their best, increasing productivity and job satisfaction.

It’s important to note that remote working doesn’t just mean working from home. It can be a mixture of on-site working and home-working, or just working from different locations throughout the week. For the most part, it’s all about finding a workable solution that works for all parties involved.

Providing Necessary Accommodations

Making accommodations to meet individual needs is a critical part of ensuring accessibility. These could include providing ergonomic equipment, allowing frequent breaks, or making any other adjustments that help employees perform their duties more effectively. Remember, what might seem insignificant to one person can make a world of difference to another.

Creating Accessible Content

Whether it’s internal communication, a client presentation, or your company website, it’s essential to ensure your content is accessible. Use simple, clear language, and provide alternatives for visual or auditory content. For instance, include alt text for images and transcripts for audio or video content. Not only does this make your content more accessible, but it can also improve your SEO performance.

Creating Accessible Documents

On a similar line of thinking, slightly aside from content, you should think about the actual documents you and your business will work with. When creating documents, follow a structured layout with clear headings, sub-headings, and bullet points to make them easy to read and navigate. Use simple and clear language, and avoid jargon as much as possible. Furthermore, consider the contrast between text and background for those with visual impairments and ensure the text size is adjustable.

You should also be ensuring that you are making all forms of documents accessible. This means making your PDF documents accessible, as well as your word documents! You can find out more about accessible PDFs from AbleDocs, who specialise in this. They have tools that can help you test files to see if they meet accessibility compliance requirements. It’s important that you and your team educate yourself on this.

Engaging in Continuous Improvement

Improving accessibility is not a one-time task. It requires continuous effort and should be an integral part of your business strategy. Regularly solicit feedback from your team, identify areas for improvement, and make necessary adjustments. Remember, the goal is to create an environment where everyone can thrive.

It’s unlikely that you will ever be at a place that you no longer need to have a look at your accessibility needs. There will always be more work to be done, especially as the technology improves and there will be new practices entering the industry. Not only should you be looking to engage in continuous improvement, but you should be educating yourself and team throughout the year when it comes to accessibility.

Accessibility Audit and Legal Compliance

It is also vital to carry out regular accessibility audits. These assessments will enable you to identify any barriers that might hinder accessibility and provide you with a roadmap for implementing necessary improvements. It’s best to engage experts in accessibility to ensure a comprehensive evaluation.

Moreover, compliance with accessibility laws is essential to avoid potential lawsuits and reputational damage. Countries have different laws regarding digital accessibility, and non-compliance could result in hefty fines. Therefore, understanding and adhering to these regulations is a critical step in improving accessibility within your remote business.

Promoting External Accessibility

While focusing on internal operations is crucial, do not forget about your external stakeholders. Your clients, suppliers, or partners might also have accessibility needs. Ensuring your digital platforms – websites, social media, and apps – are accessible will enable these stakeholders to interact with your business smoothly.

External accessibility also extends to customer service. Training your customer-facing teams to handle requests from persons with disabilities can significantly enhance their experience with your company.

The post How You Can Improve Accessibility Within Your Remote Business appeared first on The European Business Review.

The global pandemic has changed all aspects of our lives including the way that we are now working. As organisations are preparing to reopen, many leaders are wondering what kind of organisational culture they need to have right now to allow hybrid working places to emerge that are high performing and engaging. The success of these new hybrid workplaces will be significantly influenced by leaders’ behaviour.

Behaviours needed from leaders and organisational cultures that should be created now for hybrid workplaces can be examined through the 5 Levels of The Management Shift framework (Figure 1):

This 5-Level Model shows that there are 5 Levels that our individual mindset goes through, and there is a corresponding organisational culture at each level. Every level is characterised by specific thinking patterns, emotions, language used, leadership behaviour and organisational outcomes. We cannot skip the levels, but we often see pockets of different level within the same organisation.

At Level 1, people are depressed, fearful, worried and lifeless. Culture is often toxic with autocratic leaders. Not much gets done at this level. At Level 2, employees have a reluctant mindset, doing minimum they can get away with, just to get their pay cheque. They bring their body to work, but their heart and mind stay at home. Culture is stagnating and disengaging.

At Level 3, leaders lead by a command-and-control style, people are micromanaged, and the working environment is dominated by leaders with big egos who sometimes bully their staff.  A complete management shift or the ‘Big Shift’ – to Level 4 – is required to enable organisations to survive and thrive, especially in the new hybrid workplaces. 

At Level 4, culture is collaborative, mindset enthusiastic and there is a common purpose, trust, transparency, teamwork and collaboration. People have fun working and focus on common good. Such companies attract talent and the bottom line goes up steadily, because people are the focus rather than numbers. At this Level, there is a step change increase in performance, engagement, innovation and bottom line profit.

Occasionally, we can reach Level 5 with limitless mindset, working on some amazing innovations, solving big problems for humanity. However, it is impossible to maintain this level all the time without burning out, so the objective is to reach this Level occasionally, spend some time there and go back to Level 4.

It is apparent that levels 1, 2 and 3 relate to the old ways of working, the old ways of doing business with hierarchical organisations, command and control, standardisation, specialisation, fixed working hours, where people must spend certain hours at work and do what they are told to do by their boss.

Since March 2020, for many leaders it has become impossible to control and micromanage their employees due to remote working. Many employees have been enjoying the freedom to decide when, where and how they are going to do their work, and many surveys show majority of employees want to keep that freedom in the future. Leaders now need to embrace flexibility of allowing employees to continue working from home, whilst motivating them to spend some time in the office too so that social connections important for innovation can be maintained.

Whilst remote working has increased productivity, and employees appreciate flexibility, in many cases it has also masked imminent burnout, isolation from the lack of face-to-face interactions and absence of spontaneous conversations that can lead to a new big idea and new big innovation. Whilst remote working has its pitfalls, still the majority of employees prefer to have the flexibility of remote working. And those employers that intend to force their employees, who can work productively from home, to come back to the offices will lose their talent. And while many leaders say that people are the most important asset for their organisation, those that are requiring everybody to go to the office full time regardless of circumstances are not walking the talk.

So, what do leaders need to do now?

They need to embrace the hybrid working place where they can leverage the best of both worlds. They can allow people to work remotely as and when needed, convenient, and appropriate. So, people can do their work, either between nine and five o’clock, or during the evenings or weekends and balance their work with family responsibilities and social life. It is important that they find the balance between delivering the results that are needed for the company, while maintaining boundaries so that they don’t get overworked or too stressed out. On the other hand, it is imperative to encourage people to go to offices when possible to interact face to face and rebuild those human connections which have been lost since March 2020.

Here are the key steps leaders can take now to create high performing workplaces:

1. Allow flexible working within boundaries, so that employees can choose when, where and how to do their work. Setup processes to ensure that they are encouraged to resume face to face interactions with their colleagues and clients. Show compassion for individual circumstances.
   
2. Create opportunities for face-to-face networking, individual interactions, spontaneous conversations and social gatherings, as much as possible. Encourage those ‘water cooler’ moments because this is where the most important ideas get generated. Make workplaces look attractive, relaxing, flexible and inviting. Organise events for employees, use gamification to create a fun and safe working environment to share ideas and feedback.
3. Empower employees to make the right decisions based on their knowledge, skills and experience, not on the basis of their position in the organisational hierarchy. This distribution of decision making will fuel performance, achievement of objectives and generation of new ideas.
4. Be mindful of your purpose, help employees to discover their own purpose and align it with organisational higher purpose and provide a clear way forward. When this is achieved, employees will, in time, start working at Levels 4 and 5 of The Management Shift framework. They will go an extra mile for customers, they will be more engaged and more passionate about their work. Work purpose could form a foundation for the new hybrid workplace.
5. Work on creating psychological safety by encouraging open, transparent, and two-way communication between leadership team and employees. Make sure that people’s voices are being heard and take action when appropriate, based on their views, suggestions and feedback. This will help build trust.

The above five points, when implemented with intention and care, will lead to creating  successful, high performing and engaging hybrid workplaces that will speed up recovery both for individuals and their organisations. Cultures in those organisations will be caring, collaborative, people focused, purposeful, healthier, and happier. The time to create such workplaces is now.

This article is originally published on September 28, 2021.

About the Author

Vlatka Ariaana Hlupic is a Professor of Leadership and Management at Hult Ashridge Executive Education, Hult International Business School. She is the founder and CEO of the training, coaching and consultancy firm Management Shift Solutions Limited¹ as well as the author of The Management Shift and Humane Capital books.

The post Leaders’ Behaviours and Organisational Cultures Needed for Success in a Post Covid Hybrid Workplace appeared first on The European Business Review.

The rise of remote work has significantly changed how we manage teams. Technological developments have made it possible for teams to be spread out all over the world and still continue to be just as productive as in-office teams. Due to this, remote teams—teams that collaborate without being physically present in the same location—have become increasingly commonplace. However, managing a remote team requires a different approach to leadership and communication compared to traditional, in-person team management.

Although managing a remote team can be difficult, it can also be rewarding. Having or putting together a remote team has several advantages; including higher productivity, lower expenses, and access to a larger talent pool. However, there are also some challenges to remote team management. These include difficulties in building real connections, keeping lines of communication open, and making sure everyone is on the same page.

In this article, we’ll talk about some best practices for managing remote teams like establishing clear expectations, communicating effectively, fostering teamwork, and giving feedback. We’ll also talk about how crucial empowerment and trust are. You’ll find it very easy to improve your remote management by following these best practices.

The benefits of having a successful remote team

Attracting top talent

Especially recently, companies have been looking for ways to draw in top talent in today’s competitive job market. Offering remote work options is one way to do this. Finding a place for flexibility in their working model allows companies to hire employees from all over the world. Eliminating location as a factor when looking for the right talent for the job means having access to a larger talent pool.

Saving time and money

Companies can also save time and money by moving towards a remote work model. One of the benefits of having a remote team is cut costs on areas like office space and other expenses. Remote work also means less time (mostly even no time) spent commuting—which leaves more time to get things done!

Remote work tools are also available to help you with finances in addition to these cost savings! These tools can make it easier for you to manage your finances and reduce the administrative work involved in processing payroll internationally in your globally distributed remote team.

Flexible work schedule for team members

Effective time management for remote teams can provide team members with the flexibility to create a work schedule that suits their individual needs. This can be a great benefit for employees who have children or other pressing obligations outside of work. Employees who find themselves to be more productive in hours outside of the standard 9 to 5 schedule can also find it beneficial.

More productive and efficient

Remote teams can be just as productive and efficient as teams that work in the office. Actually, several studies have found that remote teams can be even more productive compared to an in-office team. This might be because remote employees generally have fewer distractions and more control over their working environment.

5 things every leader needs when building and managing remote teams

Ground rules for work and communication

When managing a remote team, it’s important to establish clear ground rules for how you want people to work and communicate. This could involve things like establishing guidelines for how frequently people should check in, how they should interact with one another, and how they should resolve disputes.

• Set expectations for communication frequency. How frequently should your team check in with you? Do you need a daily status update from them, or will a weekly check-in do?
• Establish clear communication channels. What means of remote team communication will your team use? Are you going to use video conferencing, instant messaging, or email?
• Create a conflict resolution process. How will your team deal with conflict if it occurs? Will there be a mediator or will team members be asked to settle disputes among themselves?

Clear expectations and deadlines

It’s crucial to be clear about what you expect of your team members. This covers matters such as the standard of work they create, the deadlines they must meet, and the degree of remote work communication they must uphold.

• Establish clear deadlines. When do you need each assignment or project to be finished? Make sure your deadlines are attainable and realistic.
• Communicate expectations regularly. Don’t simply set expectations once and then disregard them. Make sure you constantly express expectations, especially as your team expands and develops.

Tools and technology for effective communication and collaboration

There are also tools available to help you manage remote teams effectively! Make sure you have the appropriate tools and technology in place so that you can connect and interact with your remote team effectively. This includes virtual project management applications like Asana and ClickUp, instant messaging services like Slack and Microsoft Teams, and video conferencing solutions like Zoom and Google Meet

• Choose the right tools for the job. There are different types of collaboration and remote work communication tools. For example, with the use of video, voice, and content-sharing tools, a communication platform like Kosy can help remote teams stay connected. 
• Make sure everyone has access to the tools. Access to technology varies from person to person. Ensure that all members of your team are comfortable with the tools they’ll be using every day.
• Train your team on how to use the tools. Not everyone is knowledgeable about every tool that is available. To ensure that your staff makes the most of the tools, be sure to train them on their usage.

Trust and empowerment

Effective remote team leadership involves building trust and empowering your team members. By doing this, you are allowing them to work independently without being micromanaged. You are also showing your faith in their ability to take charge and make judgments.

• Give your team members autonomy. Don’t micromanage them. Allow them the discretion to carry out their duties as they see fit.
• Trust your team members to make decisions. Remember why you hired your employees: their skills. Count on them to decide what is best for their projects.
• Empower your team members to take ownership of their work. Give them the authority to manage their own projects without hesitation. Acknowledge their success and their effort.

Focus on results rather than activity

When managing a remote team, it’s important to put results above activities. This involves monitoring your team’s development and ensuring that they are meeting their goals. It also entails being adaptable and aware of the fact that not everything goes as planned.

• Set clear goals and track progress. What are the goals of your team? How will you measure their progress?
• Be flexible and understanding. Sometimes things don’t go according to plan. When your team has difficulties, be flexible and focus on the solution.
• Celebrate successes. Take the time to celebrate your team’s successes whenever they reach a goal. This will help to raise morale and keep the team motivated.

Best practices for managing remote teams

Prioritize team building and engagement

Working in a remote team can be more isolating than working with people you’re with physically, so team building and remote team engagement should be prioritized. You can do this through regular check-ins, online forums, and other methods like:

• Virtual team building happy hours
• Online games
• Book clubs
• Volunteering

Encourage work-life balance and well-being

Creating a positive remote team culture is crucial, and supporting team members’ work-life balance and well-being is a significant aspect of it. This can be accomplished by setting clear expectations, allowing for flexibility, and encouraging self-care.

Following are some tips for encouraging work-life balance and general well-being for remote team members:

• Set clear expectations for availability and working hours.
• Allow team members to work from locations that are the most convenient for them.
• Encourage your team to take breaks and vacations.
• Promote wellbeing by providing resources on subjects like nutrition, exercise, and mental health.

Continuously evaluate and adapt to changing circumstances

Since the workplace is a dynamic environment, it’s essential to continually evaluate your team’s situation and make adjustments as needed. This includes evaluating the needs of your remote workers and adapting as necessary:

• Ask team members for feedback regularly.
• Keep up with the most recent developments in remote work culture.
• Be prepared to make changes as necessary.

Working remotely has numerous advantages, but it’s crucial to put employee well-being and work-life balance first. Setting clear goals, effective communication, and encouraging collaboration are all priorities for leaders when managing remote teams. By using these remote work management tips, you can assuredly build a productive and engaged remote team.

About the Author

Deniz Akçaoğlu is an Assistant Digital Specialist.

The post Best Practices for Leading a Remote Team appeared first on The European Business Review.

“Since the start of the pandemic, employees have felt as if online environments are the Wild West, where traditional rules do not apply.” — Jennifer Brown, a diversity, equity, and inclusion expert.

As companies have increasingly switched to remote and hybrid models, workplace bullying and discrimination have thrived in more subtle ways which becomes harder to prove. Unfair work practices and biased treatment is often found in small entrepreneurial companies driven by the goal of growing quickly, but since there are poor structures and a lack of standards, little has been done to address the situation.

In the virtual workplace, discrimination, and bullying are very difficult to prove and fight against, especially when passive aggressiveness and undermining are promoted by the owner of the company or by the managers. The absence of practices to professionally assess abuses is often hidden behind a superficially friendly atmosphere, masking situations of serious mistreatment.

The inability of owners from unstructured companies to handle their whims and egos and properly address these issues results in unfair treatment. Employees struggle in this toxic work environment.

A “dominant culture” is one that has established its own norms, values, and preferences according to the owner’s mindset and as the standard for an entire group of people. Preferences and norms are imposed regardless of whether they contradict what is usual for other members of the group. The group tends to accept and adopt these behaviours, even if often these are unfair or contradictory. In small entrepreneurial companies, the dominant culture is the result of a limited mindset and a self-centered attitude that centers on the personal whims of the founder of the company.

Before the pandemic, the group most likely to be responsible for workplace bullying was managers, who were accountable for 40% of all incidents according to a January 2020 study from The Chartered Institute of Personnel and Development (CIPD). In 2021, The Workplace Bullying Institute survey found that the same held true for remote work, with managers responsible for 47% of reported bullying.

Workplace Ego

Ego clashes at the workplace are detrimental to the organization, employee morale, and group dynamics, and there is often a fine line between self-respect and ego. When egos surface at the workplace, leaders cannot sit on the fence and do nothing to control the situation or prevent it from escalating further. Often entrepreneur companies focused on the owner’s personal wishes act as tyrannical workplaces that dismiss anyone who doesn’t align with the one way to do things.

It’s interesting how those with big egos tend to warp the meaning of the words “we”, “team” and “teamwork”, and to mean “I, me,” and “mine.” This is why it’s good practice to welcome a wide spectrum of views and emphasize group efforts and not individual victories.

A 2017 study by Harvard Business Review found that 52% of 1153 polled remote workers felt they were being excluded from important decisions and felt harassed, mistreated by managers, and ganged up on by colleagues.

Double standards

Refers to a situation where two different sets of principles, rules, or expectations are applied to different people, even though they are performing the same or similar work. Also, it refers to promoting values and ethics that later are not respected by management. According to Organizational Leadership and Effectiveness Susan Vroman, if the owner and the managers have different rules than the employees, the company will lose trust.

Implicit biases may cause some individuals to receive preferential treatment over more experienced colleagues. For example, they may receive learning and development opportunities, promotions, raises, or special projects. This is not only bad for developing future company leadership, but it can also breed resentment, hurt your company image, and cause top-notch employees to quit, thereby increasing your turnover.

Hidden mistreatment

Remote bullying and unequal treatment can not only be humiliating and demotivating but can also intensify feelings of disconnect from the team as a whole.

In fact, some remote colleagues might not even be aware there is a problem. “Bullying behaviours are less likely to be spotted in the digital workplace,” says Priyanka Sharma, organizational psychologist and founder of workplace learning consultancy Mindtrail, based in London.

Lack of intervention can leave the targeted worker feeling their teammates endorse bullying behaviour, even if that is not the case. And after an incident, remote workspaces offer less opportunity for an informal chat with colleagues to discuss what happened.

Mansplaining

The term mansplaining was first popularized by Rebecca Solnit in her 2008 essay, Men Explain Things to Me. Mansplaining is a portmanteau combining “man” and “explain” that refers to a man providing an unrequested explanation to a woman. It is characterized by the confidence of the speaker, a condescending tone, an interjection or interruption, and the underlying assumption that the target has no prior knowledge of the subject.

The 2022 Workplace Equality Survey also found that almost three in four workers have experienced some form of discrimination in their workplace, a 54% increase from last year’s findings. The survey also flagged that “virtual bullying” is on the rise – and warned that the vast majority fear that a glass ceiling exists for women.

Conclusion

“The big lesson we have learned is that people will harass people and be hostile to people no matter what the environment — they will find a way,” Ellen Pao, chief executive of Project Include.

When you’ve been treated unfairly because of who you are or how you’re perceived, you’ve been discriminated against, and this creates a hostile environment. 

The onus is on organizations and owners to make sure they have structures in place to handle discrimination effectively, educate themselves to prevent biased views and egocentrism that will lead to a toxic work environment, manage remote bullying, including meaningful communication and clear pathways for remote employees to report incidents, and assurances that they will be handled correctly – especially when managers are the bullies. This requires a proactive approach and, in some cases, a deeper understanding of the subtle ways remote bullying and discrimination in virtual workplaces can manifest.

The post Discrimination Thriving in Remote Work: Poorly Structured Companies Lead the Rise of Hostile and Toxic Virtual Work Cultures Post-Pandemic appeared first on The European Business Review.