Excerpted from The SHRM Blog By Geraldine Woloch-Addamine
We see that it’s quite hard to shift in a fully virtual environment because it requires a new skill-set for managers. But let’s not forget the purpose, as we are all working on building the best virtual workplace.
Now, let’s dig into the most complicated challenge at the core of the new virtual leadership skill set. How to get the most of the virtual workspace and hit collective goals while respecting individual freedom and work-life balance?
We hear a lot about the fact that individual productivity has never been so high since the broad adoption of the working from home phenomena. But it’s hard to find accurate data or consistent trends to prove it. We only know that people work 10 to 20 percent longer hours, and burnout has increased simultaneously. The key to understanding this complex and rapidly changing environment begins with the following hypothesis.
The WFH-forced choice to fight the pandemic threat can create a very negative bias toward the situation’s acceptance, and therefore the ability to be motivated and engaged. On the contrary, people who have always dreamt of working remotely without finding the right job or those who have health issues, long commutes, or loved ones to take care of, acknowledge the benefit. It’s a question of perspective, and there is no common ground among the diversity of households. It depends. But there are some pitfalls to avoid and keep people motivated.
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