Going to work today for more than 60 percent of Americans means working from a home office, kitchen table or even from outside on a shady patio. This is compared to about 25 percent a couple of years ago. And many organizations—from global tech companies to major professional firms—are saying COVID-19 has changed the way they will work for good.
So, how will organizations adjust to this “new normal,” and what will be the effect on brand culture?
There’s no doubt that brand culture will be vulnerable to this dramatic workplace shift. Trust, social cohesion and information-sharing will likely be prone to damage if a virtual workforce is not carefully managed. A recent report from the Advanced Workplace Institute (AWI) indicates that organizations are quickly becoming connected communities—teams of teams designed to capture the knowledge resources as opposed to hierarchical direct line management chains.
This new remote team-based structure may actually improve brand culture by allowing workers to feel safer and happier and as a result be more productive during this time of uncertainty. Plus, decentralization and less-rigid organizational control may offer workers greater flexibility to respond to customers’ needs.
Based on AWI’s study, “Managing the Agile Workforce,” here are some recommended strategies for managing people not physically together so organizations can realize the benefits of remote working and try to avoid any damage:
- Place more emphasis on vision sharing and goal clarity. Set long-term goals, as this gives direction and allows teams time to try different approaches to achieve desired brand results.
- Build social cohesion by really getting to know people. Understand their personalities and work preferences and then develop teams based on their potential to work well together and build sound relationships to support brand benefit delivery.
- Cultivate trust by encouraging open and honest communication, so team members will know others have their backs.
- Enhance supervisory support so employees can receive positive guidance and feedback, leading to greater productivity, effectiveness and loyalty to the organization and brand.
- Encourage information-sharing and talking to one another, which can be more challenging in virtual settings. Open sharing of information delivers smooth processes, consistent on-brand behavior and positive results.
- Keep everyone updated on external communications. In other words, make sure to share relevant information outside the immediate team that might enhance brand performance.
Many have enjoyed this new experience; others are fatigued by it. The reality is clear: the remote workplace will continue to define the ways organizations are structured and deliver brand benefits. There is no one-size-fits-all solution to making this transition. It will require taking the time to understand the functional and emotional needs of today’s virtual workforce to reap the rewards of maintaining a strong organization and brand culture.
*Sources: McKinsey & Company, “Reimagining the office and work life after COVID-19,” June 2020
Advanced Workplace Institute, “Managing the Virtual Workforce: Management Summary,” June 2020