Over the past year I have researching what makes remote workers successful. I’m happy to have been able to collaborate with my son, @natesawatzky in the research. Both Nathan and I are so thankful for the many who let us dig into their lives as remote workers.
Today, I’m excited to share a version of the report that has been created to benefit managers, remote workers, and leaders alike. You can download the report here.
questions about the report, or simply want to talk more about remote work.
It’s been a while since my last blog…a case of writer’s block (blogger’s block?). To be fair I have been busy–busy doing things I fully enjoy, with a few ‘must dos’ stuck in the middle of it all. The good news is that the industry report on our research on remote workers’ competencies and motivations is in the final proofing stage. Look for it to hit the social media airwaves by the end of next week. A big thanks goes out to my colleague Sally for taking over the formatting of it…definitely not my area of strength.
I’ve been thinking about what’s next. If anything, this research experience has grown my desire to dig further into the Remote Industry (yes Laurel, remote industry). I’ve been focusing on remote workers specifically, but acknowledge that there must be true collaboration between these individuals and their manager, and team members for the most effective outcomes to be realized. So what does that look like? Good question! I’m visualizing a triangle where each side represents a member of the collaboration equation.
Most effective leaders realize that the best customer service is realized when employees are well taken care of and valued. I would suggest that applies equally in a remote industry. I would also suggest that the majority of managers want to properly support their virtual teams, but feel ill equipped to do so. That’s something that can be addressed and solved…as long as there is a willingness to do so. Amazing courses have been developed by places like Workplaceless to provide training around this, as well as training for those wanting to hone their skills as remote workers.
For now, I think the first step is to take the learning from our research and create those behavioural and situational interview questions that will help recruiters and interviewers make informed decisions regarding who they hire for remote positions. And then? Maybe address the ‘if this, then this’ process regarding the practicalities and application of how managers can support those they are appointed to oversee and develop…perhaps through the lens of a triangle?
It’s Dec 15, 8 above, and I’m sitting outside working…in Canada!
I am taking a much needed break from writing a report (a paper actually) on our research. Ok, to be honest, I just needed an excuse to take my iPad and sit on the patio of my favourite Kelowna coffee shop, Esther and Sons, and reflect on this past year of delving into the amazing world of remote work. If I were to sum it up, the words I would use are grateful, amazed, inspired, and overwhelmed!
Some highlights have been:
- meeting many of you;
- traveling to Europe and chatting with many remote workers in co-working spaces (intentionally), and in cafés (accidentally);
- hearing your experiences and adventures;
- learning so much from the experts (you!);
- experiencing amazing cafés (to name a few: Buro Espresso Bar, Robert’s Coffee, The Barn, Lucifer’s Specialty Coffee, Utrecht Onz Cafe, Amsterdam Lot Sixty One, House of Tribes, Kaafi);
- virtual conferences and conversations
- connecting with remote workers in my own continent of North America, and of course right here in British Columbia;
- the willingness of many of you to share resources, both your knowledge and connections;
- the honesty of remote workers in sharing their joys and challenges;
- and, last but by no means least, doing all this in collaboration with Nate Sawatzky (my son)…so great! (big thanks to the incredible support of our families)
So, where am I with all of this? 12 pages into a paper on our findings…being reminded how frustrating (but important) citations are in validating the research and findings.
One of the words I used to describe my experience was ‘overwhelmed’; let me be clear, it’s a great sense of being overwhelmed! Our focus was on learning the competencies necessary for success as a remote worker, how feedback is desired, from whom, and what support is needed. You taught me that…and so much more!
As I look at the findings, the implications for business schools, managers, HR professionals, city planners, and potential remote workers is powerful. I have so many “ how might we…” questions arising from this that narrowing down my next focus of research will be a challenge!
What do I need from you?
- I hope to have the research summarized by the end of January. If you would like a copy send directly to you, please let me know.
- If you were to identify an area of remote work that you would like to see research focused on (again, a joint industry/academia approach) what would it be?
Email me at firstname.lastname@example.org with both your requests and suggestions.
That’s it…back to the report fuelled by coffee and vitamin D!
And by the way…Merry Christmas to all.
As I write this blog from 39,000 feet enroute to Montreal, Canada, I’m taking a sidestep from analyzing the data gathered through our remote workers interviews and survey. Join me in taking a look at the topic from a different perspective…perhaps more of a 39,000 foot view.
Choosing the when and where of getting our work done, smart working, is something I highly value. I was privileged to be a stay at home mom when our kids were small, something that lined up with our family values. When I was approached to take on a part time job I accepted only on the condition that I be afforded the freedom to be home for our kids before and after school, attend any and all school field trips, and volunteer in the classroom. It’s important to note that I wasn’t asking for less responsibilities or duties, but rather asking the organization to trust that I would get the work done, on time and with excellence, AND support a volunteer workforce of 200 people. They agreed. I didn’t realize at the time that what I was proposing was a flexible work schedule that allowed me to choose when and where I did my work, in concert with the needs of the organization. I have continued to work for organizations in various sectors that have offered the same flexibility.
As I continue to research and entrench myself in the world of remote work, I truly agree that the future of work will indeed embrace a more globally focus, and that distributed teams and remote workers are, and will continue to be, a growing reality (a positive one).
However, the questions I am still pondering are:
• Is a distributed workforce a one size fits all for organizations big and small?
• Can an organization considering such a transition expect that all of their existing employees would succeed as remote workers?
• Should finances be the compelling argument for an organization to go fully distributed? (true, you save on the overhead, but success outcomes will ask you to strategically direct that money towards excellent technology and support for your new virtual work force).
Back to my reason for being 39,000 feet in the air heading to Montreal. For the next 2 days I will be attending a Service Design Thinking Conference. I love design thinking! Why? Because it takes a human based perspective on making decisions around the who, what, where, when and how of remote work…after all Human Resources are the most valuable resources any organization has.
So, what if we reframed the above questions from a design thinking perspective…
• How might we determine the best configuration for an organization that will honour their mission, vision, and values?
• How might we train and support all employees, remote and co-located, to such a degree that where they actually ‘do’ their work sets them up for success while increasing organizational productivity?
• How might we create a strategically viable budget that reduces the organizational footprint, provides for employee flexibility, and results in growth in the triple bottom line?
Change is a certainty in life. However, what changes and how those changes impact the people involved (on all levels) must be forefront in our change management processes.
“The value of design thinking is neither in its artistic appeal nor its unorthodoxy, but in thinking differently about how to solve business and organizational challenges.”
Design thinking takes time to clearly identify what the real issue to be addressed is and collaborates with all the stakeholders to come up with a solution that genuinely addresses that issue.
As a person passionate about helping others realize the very best of who they can be, I’m committed to being a thinking partner who comes alongside and facilitates a decision making frame work, a way of thinking, that guides organizations and their teams to what is the best, strategic direction for them to take…whether distributed, semi-distributed, co-located…or whatever creative configuration they come up with.
While we have much analysis still to do regarding the data collected on the topic of worker competencies and contribution feedback from the perspective of remote workers, I wanted to share what remote workers told us are the 6 most critical competencies necessary for success in the remote working context.
To provide some context for this, let me reiterate what I said in the previous blog, skills speak to WHAT you do, and competencies speak to HOW you do it.
One thing to point out…you will notice that communication is not on the list…not an oversight! In every conversation we engaged in, and the additional comments added to the survey responses, it’s clear that excellent communication is absolutely vital for success as a remote worker…especially written communication. That, along with the ability to determine the appropriate communication channels to use, AND the ability to determine and use appropriate technology to get the job done.
So, drum roll please…based on feedback from 250 plus remote workers, home based in Canada, the US and various places in Europe, the top 6 competencies identified as crucial for success as a remote worker are:
- Self-directed: Taking responsibility for your own decisions and effectively organizing your activities based on intrinsic motivation without pressure from others
- Trustworthy: able to be relied on as honest or truthful
- Disciplined: showing a controlled form of behavior or way of working
- Taking initiative: an act or strategy intended to resolve a difficulty or improve a situation; a fresh approach to something
- Adaptable: able to adjust to new conditions
- High Self-efficacy: high belief in your own capabilities to produce quality outcomes
Let’s put some skin around these competencies: while you may be an amazing web developer, writer, project manager, or ________ (you finish the sentence), without the ability to adapt, you may not have what it takes to recalibrate or adjust when faced with continuing changes to due dates and deliverables. Without being self-directed you may not have what it takes to effectively organize multiple contracts to achieve the deliverables identified. If you’re not a person who’s trustworthy, and yes, this sounds generally like a bad thing, you’re really going to struggle to make any progress in your career. This one’s important to understand, so let me take it a step further. Some of us need the accountability of people around us to continue making progress. Sometimes the weather, the surf, depression, excitement… these things can cause us to prioritize other things when we’ve committed to doing something. Trustworthiness is demonstrated by consistently doing what you say you’re going to do. For people who view commitment as restrictive, it doesn’t mean you’re not a trustworthy person, but it does mean that it’s going to be difficult for you to demonstrate it through your actions. Moving on… discipline. Discipline is the long commitment in the same direction, the doing something because it’s the right thing to do, not because you feel like it.
Wrap these competencies up with a healthy self-efficacy regarding your ability to produce a product or service that is of the highest quality…and you may just have what it takes to be successful in a smart working context. (The term ‘smart work’ coined by Abodoo.com is another word used where the focus is on choosing the best place to get the work done; i.e. home, co-working space, office, local, global…)
The story continues…watch out for more blogs as we continue to unpack the findings of the feedback you have provided.
Knowing the right competencies to hire for is so important no matter the context, but I would suggest knowing the right competencies are even more vital when it comes to hiring for, or transitioning to, remote positions. To be clear, when I say remote positions, I mean those positions or jobs that don’t require the worker to be at a centralized location on a regular basis. This is the focus of my current research.
Note: this the final weekend for tech remote workers to complete a survey discussing their views of what competencies are needed for success (if that’s you, please click here to complete the survey).
So, why are competencies important, and how many competencies should organizations choose to focus on when hiring?
First of, what is a competency? Human Resource Systems Group explains…
“…competencies describe the observable abilities, skills, knowledge, motivation, and traits, articulated in terms of the behaviours needed for successful job performance.”
The key here is that we can actually see people demonstrating competencies (vs character traits).
As outlined in this video, skills focus on WHAT is done, competencies focuses on HOW something is done. In other words, I may be a skilled IT person, but if I don’t know how to listen effectively to the customer, I may not be successful in the role as an IT Customer Support Representative. Determining the key competencies helps HR and hiring managers think beyond the job skills necessary, to the effective implementation of those skills…the result being successful performance of a job.
What about how many competencies are realistic to focus on? From an HR professional’s perspective, I would suggest no more than 5 core competencies. Why? Well, you want to ask behavioural questions that do a deep dive to ascertain if the
candidate is adequately proficient in each competency, so any more than that would be insurmountable in a recruitment and selection process. On the flip side…if you are the remote worker wanting to ‘sell’ your ability to deliver on those same competencies the first place to start is in your resume. This blog may help describe what I mean.
As you listened to my interview with @yonder.io, you will heard Jeff Robbins and I discuss 11 competencies that are relevant to remote work…and each is very important. However, the full story has not yet been told. When the results of the survey are added to our learning from one on one interviews, we will narrow that list to the top 5 or 6 competencies that remote workers (RW), deem to be most important. After all, they are the ones doing the work, making RWs our subject matter experts! (If that’s you, you get why I ask you to complete the survey if you have not yet done so.)
Coming soon… the next couple of blogs will unpack the data gathered from this discovery process that took us to various locations in Canada and Europe over the past few months…
One day a week I dedicate time to researching and developing (R&D) my skills and understanding of the world of remote work. I really love those days. Don’t get me wrong, I love all the other elements of my professional life, but there’s something invigorating and exciting about setting time aside to focus on learning from various sources.
Today, for example:
- I had a virtual meeting from my home office with Ayush Jain from Remote Panda;
- enjoyed a research collaboration conversation with our son in Europe, while sipping coffee at one of my favourite cafes here in Kelowna, Canada;
- continued reading chapters from ‘Work Together Anywhere’ by Lisette Sutherland and ‘Remote Revolution’ by John Elston (I highly recommend both);
- attended a farewell lunch for a colleague at Okanagan School of Business where I’m a business professor;
- set up a November virtual meeting with some of our new faculty;
- researched resources for a winter course I am teaching on Organizational Change and Development;
- and perhaps the most important activity of the day, took time to reflect and journal about what I’m learning from various experiences and people who continue to cross my path as I continue to examine the world of remote work. (I journal with an actual paper journal using a Lamy fountain pen…definitely slows down my thinking and helps me process more effectively)
Even though I love these days, they don’t happen by accident…I have to intentionally schedule them into my week.
So why am I sharing these details of my day? So glad you asked. Technology is wonderful and is essential for just about all the work we do, even more so when the nature of your job calls for technology to connect you with your clients, teams, managers and other key people. However, for me it’s vital that I make sure part of this R&D time is spent unplugged. I need to cut out the ‘noise’ and meditate on the learning to allow time for it to connect with what is important, what’s relevant, and if necessary, file it away for further consideration, or for the ‘interesting but not vital’ file.
As a remote, (or co-located) worker, how are you building intentional time into your schedule to learn, to cultivate your craft, and to ponder the amazing experiences you are having? You’ll never regret it.
“We bring forth our best selves when we are fully activated as human beings, not just as workers.”
The Remote Revolution by John Elston