Sarah Carnochan PhD BASSC Director scarnochanberkeleyedu Madeline Noya PhD Aldea Analytics madelinealdeaanalyticscom July 10 2020 To cite Carnochan S amp Noya M 2020 Remote Work BASSC Critical Information Exchange ID: 816377
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Slide1
Remote Work:
BASSC Critical Information Exchange
Sarah Carnochan, Ph.D., BASSC Directorscarnochan@berkeley.eduMadeline Noya, Ph.D., Aldea Analyticsmadeline@aldeaanalytics.comJuly 10, 2020To cite: Carnochan, S., & Noya, M. (2020). Remote Work: BASSC Critical Information Exchange [Powerpoint slides]. Retrieved from https://drive.google.com/drive/folders/1Vi7ZqEpIkWD4oeaRhmbH3XJTLtlyxqiM
Slide2Session Overview
Welcome: Who is Participating – 5 minutes
Review of Evidence – 20 minutes
Government/Professional Resources - Madeline
Academic Research - Sarah
Cross-County Information Exchange – 60 minutes, All
Identifying Challenges – Brief Breakouts
Sharing Promising Practices - All
Wrap Up – 20 minutes
Key Themes
Next Steps?
Feedback
Slide3Key Questions – What, Who & How?
Changing to remote work can be relatively simple
OR create an entire culture change. WHAT? Place Change Only: Almost everything the same except employee is working remotelySame schedule, work expectations, management style, & assessment practices
Results Only: Structure is set up only to measure results, not time nor amount of workNo set schedule, no expectations except that result is achieved, assessment of results only
Resources:
https://technologyadvice.com/blog/human-resources/results-only-work-environment/
https://www.business.com/articles/do-results-only-workplaces-really-work/
https://fcw.com/articles/2012/10/22/rowe-readiness.aspx
https://www.govloop.com/community/blog/the-reason-for-rowe-failure/
Place Change Only
Results Only
Slide4Key Questions – Who?
WHO?
Which employees or groups of employees can work remotely?What are the criteria for making the determination?Who will make the decision?Government Protocol Resources:
https://www.telework.gov/
https://www.dgs.ca.gov/Resources/Telework
https://gomb.utah.gov/wp-content/uploads/2019/10/Deployment-Guide.pdf
No Employees
All Employees
Slide5Key Questions – How?
HOW?
How will you engage employees?Leadership & organizational culture - flexibility, autonomy, trustCommunication processesTeamwork/collaboration
Technology supports
Social relationships
Resources:
https://www.gallup.com/workplace/288956/covid-teams-working-remotely-guide-leaders.aspx
https://www.fond.co/blog/are-remote-workers-more-productive/
https://youtu.be/oiUyyZPIHyY
https://www.timedoctor.com/blog/team-collaboration-hacks-and-tools/
Compliant
Fully Engaged
Slide6Key Questions – How?
HOW?
How will you assess employees? Clear outcomes/deliverables – individual impact related to organizational impact
Accurate and consistent deliverable & productivity measurementsEquity: compensation, promotion
Resources:
https://remote.co/employers-share-how-measure-productivity-among-remote-workers/
https://www.infoentrepreneurs.org/en/guides/measure-performance-and-set-targets
https://technologyadvice.com/blog/human-resources/results-only-work-environment/
https://www.universalclass.com/articles/business/the-top-8-methods-for-accurately-measuring-employee-productivity.htm
Traditional Annual Review
Results Continuously Assessed
Slide7Key Questions – How?
How?
In order to make remote work productive and positive for staff, management, and the public, which parts needs to be in place? IT infrastructureData & Information SecurityUnion AgreementProject Management Software
KPI’s clearly defined at organizational level
Data Collection & Reporting on Individual level contributors to KPIs
Training & Protocols for Supervisors
Slide8Reading the Research Results Tables
Issue
EffectsRelated FactorsIssue #1
Issue #2
Issue #3
Issue #4
Arrows:
If it’s green, it’s good
If it’s red, it’s a concern
If it points up, it represents an increase
If it points down, it represents a decrease
If it’s smaller, the evidence is weaker
If it’s bigger, the evidence is stronger
Slide9Employer Benefits and Costs
Issue
EffectsRelated FactorsRetention May reduce turnover
Decreases employee intent to leave
Choice and flexibility
Where/when to work
Absenteeism
Fewer absentee days
Reduced work-life conflict
Organizational commitment
Increases organizational commitment and identification
Communication satisfaction
Quality of work relationshipsPerformance Individual
Positive effects on individual performance, productivity
True for objective/supervisor rated performance
Increased hours, more control and flexibility
Organizational
Innovation
Customer/vendor relations
Innovative organizations may opt for RW
Performance Monitoring Challenges
Perceived challenges to monitoring
Trust minimizes lower visibility concerns
Assess output not actions
Knowledge Sharing (KS)
Reduces opportunities for communicating ideas and information
Trust, relationships, org commitment strengthen KS
Tech support, relationships increase trust and strengthen KS
Slide10Employee Benefits and Costs
Issue
EffectsRelated FactorsWell-beingIncreases work-life balance, by reducing stress and work exhaustionAutonomy
Time pressureJob Satisfaction
Positively effects job satisfaction
Increase levels off at higher frequency of RW
Increased sense of control and autonomy
Supervisor/coworker relationship quality
ADA Accommodation
Can be a reasonable accommodation
Can expand hiring pool
Work-family Conflict
Mixed evidence on the effects
Stronger effects for higher frequency RWWork interferes less with family Family interferes more with workSchedule flexibilityOptions to create boundariesIncreased experience with RW over time reduces work-family conflictAdvancement
Early research reports mixed effects
Recent study found no effect on promotions, but lower salary growth
Organizational endorsement of RW limits negative effects
Work Relationships
Supervisor relationships are affected positively
Higher frequency RW affects coworker relationships negatively
Remote managers:
Positive effects for RWs
Negative effects for office-based workers
Fewer face-to-face interactions
Less informal communication
Contributions less visible
Similar manager/worker arrangements appear beneficial
Social/Professional Isolation
Advancement concerns
Increases performance challenges
Increases intent to leave
Social isolation not unique to RW
“Belonging” strengthened by choice and org knowledge
Concerns may be greater than actual effects
Slide11Factors Influencing Effectiveness of Remote Work
Issue
EffectsRelated FactorsJob CharacteristicsAutonomy
Increases satisfaction, productivity and performance
Decreases absenteeism, work interference with family
Schedule control
Control of work processes
Complexity/Creativity
Higher complexity work positively affects performance for higher frequency RW
Creative work has positive implications for productivity
Complex work may be more difficult to evaluate
Interdependence
Decreases productivity
Lower job satisfaction than for non-interdependent RWCoordination more difficultInterdependence can hinder team performanceEmployee CharacteristicsSelf-Management/Planning
Increases performance/productivity
Need for order and autonomy
Motivation and independent work
Communication Skills
Formal and informal communications have positive effects on knowledge sharing, team performance
Proactive help seeking
Inclusive language with coworkers
Organizational Supports
Supervision
Trust
Monitor outcomes/outputs not activities
Training: technology, time-management, boundaries
Promote social connection and belonging
Feedback
Provide information
Communications
Co-worker communications support team performance
Leader communications promote adoption, implementation
Supervisors: direction-giving, conveying empathy
Technology
Mitigates impacts of virtual/remote communication
Social richness: simulates face-to-face
Telepresence: Sense of presence in environment
Slide12“It’s Complicated…”
Factors affecting remote work outcomes and effectiveness involve
multiple, interacting issues
.
Frequency
of remote work matters:
Job Satisfaction: Highest for moderate frequency RW, lower for high and low frequency
Intent to Stay/Organizational Commitment: Greater for higher frequency RW
Social Isolation and Performance: Higher frequency RW is related to lower performance levels where there is social isolation
Work Relationship Quality: Higher frequency RW has a positive effect on relationships with leaders but a negative effect on relationships with co-workers
Relationships
matter:
While RW diminishes knowledge sharing, interpersonal bonds promote knowledge sharing, reduce negative effects
High quality supervisory relationships create social, cognitive, and psychological resources, and increase sense of belonging for RW and non-RW
Slide13Slide14Selected References
Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Assessing the status of our scientific findings.
Psychological Science in the Public Interest
, 16(2), 40-68.Beauregard, T. A., Basile, K. A., & Canónico, E. (2019). Telework: Outcomes and facilitators for employees. In R. N. Landers (Ed.),
The Cambridge handbook of technology and employee behavior
. Cambridge: Cambridge University Press.