distributed teams – Page 3

How organizations can create trust and transparency to attract top talent

Posted on June 23, 2022 by naveen

As the Great Reshuffle gathers steam and shifts the power into the hands of the modern employee, it is imperative that organizations double down on their efforts to attract and retain the best talent. The demand for skilled talent is now higher than ever before, and these professionals demand transparency at every turn. According to a survey, transparency was a top factor for employees when it came to assessing job satisfaction. Another survey suggests that 87% of the employees hoped that their future employers would be transparent.

Naturally, this suggests that companies with a culture of transparency and trust have an advantage over those that do not. Other than strengthening employee retention, trust and transparency bring other benefits to the surface. This includes increased loyalty, camaraderie between employees, productivity, and enhanced brand image. However, in a digital day and age, what does it mean to be transparent? How can organizations approach policy reform? And is being completely transparent the best way forward?

Read on to find out.

What is transparency in an organization?

Transparency in the workplace refers to the efforts made to freely share information that can help benefit employees. This includes executives sharing vital information for better operations and can be either on an interpersonal level, or on a larger scale through media and digital communication tools. In a simpler sense, transparency can be thought of as having a culture of being honest and open with the people of the organization.

For organizations, transparency has now become a critical aspect in most processes, right from the early hiring stages to exit interviews. However, to ensure that such openness is effective, the intent must be made clear to all stakeholders. This negates instances of transparency without any boundaries, which can have detrimental outcomes. In fact, when left unchecked, too much transparency can create a toxic environment. Even if done in the name of honesty, it can fuel hostility and build distrust internally.

Establishing balance is key, but this is easier said than done. To better understand the effective ways to weave transparency and trust into the organizational framework, follow these strategies.

Practice what is preached

Historically, a leader who leads by example has always been the preferred choice. This holds true even today, as employees want to work for companies that practice what they preach. It isn’t enough to simply say that the company believes in fairness and transparency in all dealings, if the actual policies or even day-to-day norms suggest otherwise. The concept of good-to-have transparency policies is damaging and works counterproductively.

Leaders must exhibit behaviors that align with the core values. This sets the stage, exhibiting the desired culture and also clearly defines what is expected from employees. Further, it is vital that upper management commit wholeheartedly. Any lacks or mixed signals pertaining to transparency will breed mistrust in the workforce. According to a survey, 82% of the employees consider leaving the organization because of their boss.

This implies that employee-manager relation is key, and among the key driving factors is trust. When employees see leaders embrace transparency in their work, it encourages employees to do the same. There’s no mistaking that this bond is beneficial and this isn’t to say that there must be a friendship, but rather a professional relationship built on trust.

Build relations through frequent check-ins

Frequent check-ins with employees can foster open and honest dialogue that can ultimately build trust. These check-ins also serve as means for leaders and managers to get feedback and listen to what the employees have to say, be it about the leadership, their experiences, or even pain points. Research suggests that giving feedback after listening to the employees is more impactful than the traditional approach of simply giving feedback. Moreover, when employees are heard, they are more likely to trust the organizations and engage better.

Apart from the above, frequent check-ins can help establish boundaries and enlighten employees on what’s expected from them. Impactful feedback also leads to course correction, which then leads to better performance. With the help of check-ins, high-performing managers can drive engagement, build better relations, and hold employees accountable for their performance. All of this establishes a culture of transparency, which in turn lends itself to better retention.

Eliminate micromanagement

While check-ins are good, too many of them can lead to micromanagement. In the short-term, micromanagement may be able to increase productivity, but in the long-term it is harmful. Continued micromanagement can not only decrease productivity, but also cause a loss of trust between employees and the management. In fact, one of the reasons why employers and managers resort to micromanagement is because they either don’t trust their employees or are withholding information that employees should be privy to. This ultimately boils due to a lack of transparency, and such problems have a rather simple solution.

Micromanagement can also create an environment where employees do not go beyond their comfort zone due to fear of failure. This has an adverse impact on innovation – a known contributor to organizational success. To address this potential bottleneck, management should be vocal and expressive when encouraging experimentation. Top companies in the world have policies in place that allow for this kind of brainstorming, with tech leader Google going as far to celebrate and reward failures.

The idea here is to build trust, and word of such policies and culture in the workplace can be a homing beacon to those with innovative inclinations. In fact, organizations that don’t encourage innovation are at risk of losing their top talent. Making matters worse, talent is also less likely to consider job offers, which leads to increased hiring and onboarding costs too.

Encourage employees to communicate

Communication is at the heart of any initiative meant to drive accountability or honesty in the workforce. As such, organizations should encourage two-way communication, wherein they request employees not only to speak up, but also create avenues or platforms that can help them communicate with the management effectively. Lack of such resources can lead to poor communication, which affects how transparent an exchange can be.

Additionally, better communication helps ensure that employees can come forward to share opinions and ideas even if they are outside the scope of their job. Research suggests that when employees speak up, a majority are more likely to stay at their jobs even if a comparable job offer is available. The same research also suggests that 95% of these employees would also recommend the organization as a great place to work.

Foster transparency as a core tenet of the organizational culture

The work culture is a core determining factor when it comes to talent attraction and retention. Company values define what the work environment is and will be. For instance, a company with transparency as a core part of its culture is more likely to have employees that communicate clearly and can be vocal about what’s valued and what’s not. When done right, employees will also learn to respect transparency and the benefits it offers. The earlier organizations implement this, the better are their chances of avoiding a workplace of evasiveness and uncertainty.

Vet new hires and pick those who respect transparency

For transparency to be truly present in the organization, all members should respect and understand its value. This is critical when it comes to the new hires because any misunderstandings here can cause problems. For one, they will not meet the standards of the organization and may find it harder to play their part.

Hiring employees who value transparency is key to promoting the transparent culture of the organization. Transparency among employees also ensures that a toxic environment doesn’t take hold in the organization. However, assessing this quality and a candidate’s ability to adjust to the culture can be challenging during the interview process. But it is possible to resolve this by having hiring managers ask pointed questions that require candidates to showcase their values and personality traits.

Transparency and trust are cornerstones of productivity and organizational success. According to study, organizations that are built on trust, outperform those with low trust by 286%. There’s no trust without transparency and inculcating these virtues becomes especially important with remote and hybrid workforces. This is because it equips employees with the intangibles needed to succeed in a competitive space, be it remote or in-office. For companies looking to build teams and engage with them right from step one, partner with Talent500.

Build and manage remote teams seamlessly with pre-vetted profiles and find the right candidates that can fit the culture and values of the company. Request a consultation today to know how we can help you build your next global team.

Why employee referrals are crucial for hiring in tech, and how to get them

Posted on June 23, 2022 by temp

Tech companies are in a tussle for talent like never before. Back in 2018, a LinkedIn study highlighted the industry’s Achilles heel: a chart-topping turnover rate, 13.2% at the time. With the pandemic easing, the problem seems to have resurfaced and compounded. Multiple sources now reveal Indian IT majors grappling with an attrition rate upwards of 20–25%. Nevertheless, the silver lining, experts suggest, is that the massive churn in the employee talent pool should settle down as 2022 progresses.

Hiring teams find themselves amidst considerable buzz and tension in the job market. Employees who may have earlier not considered changing alliances, now aspire for value in different shapes and sizes, be it a fatter paycheck or a flexible work schedule. They are open to jumping ship. Simultaneously, the rapid pace of digital acceleration juxtaposed with the sparse availability of highly-qualified, domain-specific talent means that hiring managers must act swiftly and smartly.

There may be no way to entirely ‘short-circuit’ the hiring process. However, treading the plank of employee advocacy has proven benefits: better talent, shorter hiring time, reduced cost per candidate – the works! Here’s why employee referrals are too crucial a hiring method to be left underutilized in 2022.

Why do employee referrals work?

Statistics show that employee referrals amount to a large percentage of any given company’s total hires. Data by Gary Crispin published on SHRM pegs this figure at 28–30%, and this can rise to about 45% if more emphasis is placed on the method.

From the perspective of the candidate, a referral establishes an element of trust. Job listings and company websites provide a minimal amount of data about working in the organization. Getting invited by someone who’s ‘been there, done it’ can create a crucial bond between the potential hire and the company. It’s similar to booking one hotel rather than the other, if for no other reason than the reviews. Candidates are likely to go where they have good reason to believe they will succeed.

From the perspective of the employer, a referral means the candidate is, to some extent, already pre-qualified. The fact that a candidate is referred to the company by someone privy to the work culture and demands can drastically improve the quality of the hire. In other words, candidates coming through employee referral programs are vetted by more than the HR team.

It’s a win-win for candidates and hiring teams, and this is reflected by the fact that referrals enjoy a much higher job-offer rate than regular applicants.

Top advantages of employee referral programs

88% of employers agree that employee referral programs are the best source of recruitment, backed by data from Zippia . Here are some reasons why:

Larger talent pool

An employee referral program grants instant access into the employees’ networks. The best talent may very possibly lie outside the company’s reach, and employee networks can help expand the talent pool exponentially. Moreover, many potential employees may be “passive” about wanting a new job and so, may simply not appear on job boards, search engine ads, career pages, and so on.

Higher conversion rate

Data from software company Jobvite shows that referred candidates enjoy a conversion rate of around 40%. Having such a high number of successful placements vis-à-vis the jobs available is extremely beneficial to the budget. It means spending less on the recruitment process. What’s more, compared to the copious amounts of résumés received through other channels, employee referrals are normally few in number. Companies have access to high-potential candidates through referral programs.

Quicker turnaround time

In a tech world of fierce competition and unrelenting product development deadlines, time is not just money – it’s survival. Here’s where a referred candidate can be gold. The fact that a referral makes candidates and recruiters confident of success translates into a more pleasant recruitment process. Statistics reveal that it implies a shorter recruitment time: 21 days versus the 39-day average, according to data from software company ERIN.

Longer service tenures

Statistics from ERIN also reveal that referred employees stick around longer. Compared to those who come through job boards, nearly double the amount stay committed to a company for double the time frame. Why do referred employees budge less easily? It is probably because they have the inside scoop before joining. They know what they are getting into and make an informed choice to join the company.

Better culture fit

Job listings seek to match technical skills with project requirements. However, will the candidate fit into the team? How will the candidate fare in the company in the long run? A current employee who knows both the company’s culture and the candidate’s personality can help bridge this divide. In fact, recruiters see this culture fit reflected in a high level of employee engagement.

Lower costs per hire

Multiple sources agree that employee referrals are less costly than other sources of recruitment. Companies sidestep the fees they’d encounter along the traditional hiring routes. More importantly, when putting together domain-specific skill, a low time to productivity, and a high retention rate, the result is a better quality employee – at a cheaper price tag!

How to inspire great employee referrals?

Invest in the program

Employee referrals are cost-effective, but they aren’t free! Here’s what companies can offer.

Cash bonus: Keep it attractive and inclusive. That is, the amount should incite action, and it may be beneficial to open the program up to all levels of employees, be it executives or interns.
Non-cash rewards: Incentives such as a ‘paid vacation’, ‘raise in seniority level’, ‘public recognition’, or ‘dinner with the leadership’ can work better than cash equivalents. They build the referrer’s interest in the company and strengthen the company culture

Keep it simple

Devise a referral program that does not have too many terms and conditions. If it is overly complicated, employees will not participate as eagerly. Moreover, create a straightforward process for candidates to be referred: an online form is great. If the referral program can integrate with social media, even better!

Question and respond

Employee referrals are no magic handshake. They don’t have to work: they can fail! Because the quality of the hire depends on your current employee’s experiences with your company and with the candidate, it can be beneficial to get some data on this during the referral process. This will help sift high-quality referrals from those of a lesser grade.

On gaining a referral, respond to the candidate and referring employee promptly. This keeps all parties interested and the program rolling. A quick response gives the candidate the preferential treatment they may expect. Updates to employees tell them their work is valuable.

Employee referrals are extremely valuable, but cannot be the sole plank. They can suffer from low data and a lack of diversity. Ideally, employee referrals should complement other recruitment methods. For instance, when you partner with Talent500, you get access to over 200,000 pre-vetted professionals gunning to fill the ranks at quickly-growing start-ups and Fortune 500 companies. Our AI-powered tools provide access to 5x faster hiring, data-driven profile matching, and multichannel sourcing. Schedule a consultation and learn how to put top-draw talent from renowned talent hubs across the globe within your reach today!

4 Keys to balance autonomy and structure in a remote-first era

Posted on June 23, 2022 by shanthamurthy

After two years of remote work being the status quo, employers appear to be now marshaling their troops back to the office. Simultaneously, a survey by Owl Labs revealed that 90% of workers agreed to being equally or more productive working remotely, with 84% positing that working remotely post-pandemic would make them happier. Some would even take a pay cut to retain remote work privileges. These apparently contrary work models seem to have fused into the hybrid work model. In fact, 74% of U.S. companies have or will implement such a model, according to Zippia.

However, how should a work model that includes remote workers function on the practical level? Should leaders relinquish most of their control over how their employees work? How can structured work have a place in a world where employee freedom is prized? Here’s a quick take on how to balance autonomy and structure in a remote-first era.

Autonomy drives employee experience

The word ‘autonomy’ is closely associated with the ideas of freedom and self-governance. In context, it means allowing the employee to determine when to work and where to work from.

As 2021 played out, one could quickly recognize different degrees of autonomy emerging from company policies:

Low autonomy: In-office days and timings are fixed
Moderate autonomy: Must fulfill certain amount of hours at office
Complete autonomy: Can work at anywhere, including office, at any convenient time

Arguably, there are some businesses that require their employees to work at a low level of autonomy; a nurse, construction worker, or barista needs to be on-site. However, through the pandemic, a majority of organizations realized that they could be a lot more virtual than they imagined. Interestingly, Jabra’s Hybrid Ways of Working 2022 Global Report reveals that autonomy and employee experience enjoy a direct correlation.

What Jabra found was that the more autonomy you afford employees, the greater ‘belonging’, ‘motivation’, ‘productivity’, ‘trust in team’, ‘trust in leaders’, ‘impact’, ‘work-life balance’, and ‘mental health’ they report having.

Key #1: Employee autonomy is mutually beneficial

Autonomy is not inherently opposed to structure

As contradictory as it seems, employees require to be ‘controlled’ by some set of principles if they are to exercise their freedom effectively. It’s similar to having markings that define the length and breadth of a playground to enable play within. Without boundaries, autonomy breaks down.

In fact, a report highlights the impressive degree of autonomy Netflix affords its employees – they, not HR, get to decide about things like maternity leave and travel expenses. Amazingly, employees are willing to earn this autonomy by digging into the company’s foundational documents and aligning their vision with that of the organization.

The report also chronicles Alaska Airlines’ grappling with the issue of how much freedom in decision-making to offers its frontline workers. After meandering through periods of freedom and then micromanagement, the airlines leaned towards autonomy, but one that rests on “well-understood limits”.

The moral these stories teach is that certain principles need to form the basis for autonomy, if autonomous decisions are to safeguard the company as a whole. This could play out in the form of:

Vision and goals of the company
Rules pertaining to work ethic
Broad guidelines for employee behavior and attitudes
Norms for meeting deadlines
Channels for offering and receiving feedback
Training sessions that illustrate good use of autonomous decision-making

Key #2: Autonomy requires some structure and alignment of principles

Transitioning towards the right blend

The future of work is hybrid – but how will it be structured?

Google proposes a flexible work model, wherein its employees come to the office about 3 days per week. “Since in-office time will be focused on collaboration, your product areas and functions will help decide which days teams will come together in the office”, Google’s message to its employees reads. Google also envisions a workforce wherein 60% come to the office a few days a week, 20% work in new locations, and 20% work from home.

Kissflow’s approach is slightly different than that of Google’s. Its REMOTE+ model proposes teams choose between working in-office or remotely. However, every team must work in-office for one week in a month. Kissflow would generously provide accommodation for employees who need to travel for the week of in-office work. To create cross-team bonds and interactions, Kissflow plans monthly meet-ups, quarterly conferences, and offsite trips!

So, is the right blend of autonomy and structure expressed in a hybrid model simply a matter of picking policies that seem attractive? One must search deeper.

Having the right employees

Kissflow is intelligent when it includes in its REMOTE+ model the following line: “We will make a conscious effort to hire employees who thrive in a remote work environment”. The key is to have employees who can deliver when deprived of the social support, structure, and facilities the office offers. So, you want employees who can be self-disciplined when alone, but generous in understanding the organization’s needs for in-person work as well.

Making the right organizational changes

Real estate commitments are a solid reason organizations may be reluctant to divest itself of the control it has over where its employees work. After all, if it is locked into a long-term lease, it may not be able to funnel those finances into improving remote work infrastructure. Another issue is that of employees whose role it was to supervise others. Now, such a role may not be needed; or if it is, it will take added effort.

Navigating such issues is time-consuming, but as you do so, expect your hybrid work model to emerge refined.

Key #3: Achieving the right blend is a process. It demands policy, workforce and organizational tweaks.

Making your hybrid work model viable

Investing in remote gear

When remote work hit the world, many employees made it possible with their own finances. Data from SHRM reveals that 51% percent of remote workers shelled out $100–499 on equipment or furniture. Moreover, 61% did so out of pocket. The major issue here is that such employees lose their sense of belonging with their company. Investing in your employee’s tech gear is a way of saying, “we want you to be autonomous, and we are with you wherever you choose to work”.

Using the right collaboration tools

A 2021 Gartner survey revealed that ~80% of employees used collaboration tools in 2021. The figure hovered around 50% in 2019. Such tools are imperative to sustaining a workforce that’s connected more in the cloud than at the office. Some of the best out there include:

Monday.com – Project management
Zoom – Video conferencing
Trello – Kanban boards
Slack – Team communications
InVision – Design collaboration & digital whiteboard
Dashlane – Password manager
GSuite – Office suite

Key #4: Investment in home and office makes remote and structured work possible

Building the office of the future

Since structured work in the office will be highly intentional, companies need to create spaces that prioritize focused work alongside spaces that promote collaboration. Some ideas from leading tech firms around the world include:

Conference rooms with large screens installed at eye level: this helps with inclusivity in videoconferencing
Café-style seating and wraparound terraces: for an experience similar to home or remote-work settings
Multipurpose areas – to enable collaboration and accommodate employees when many turn up
Private pods with soundproofing – for focused work that may include video calls

These strategies are sure to help you strike the right balance between autonomy and structure. If you are on the hunt for remote-ready candidates, look no further than Talent500. We use AI-powered algorithms to assess profiles across 100’s of parameters and offer access to pre-vetted talent that’s been through comprehensive skill interviews. To build a remote-first or global workforce, book a consultation with T500 today.

Bias in AI recruitment: four ways to solve it and pave the way forward

Posted on June 23, 2022 by naveen

AI adoption was well underway far before 2020, and leaders across industries were finding ways to incorporate it into the operational model. But as the pandemic came around and forced large-scale digitalization, a PwC study reported that 52% of companies saw this as a catalyst for AI adoption.

This seems only logical, as AI is arguably the best technology for a world forced digital. What’s more, there are obvious upsides, namely better productivity, heightened innovation, and more efficient problem-solving. In fact, a 2021 report by Gartner suggested that the global AI software market in 2022 will total $62 billion. This will be a nearly 21% increase from 2021 and indicative of the fact that AI adoption isn’t slowing any time soon.

Naturally, the use of AI has trickled down into HR processes. Now a notable part of the recruitment process, AI offers many benefits including a faster interview process, increased objectivity, improved quality, heightened experience for candidates and reduced costs. A significant advantage is AI’s ability to provide objective results and eliminate common human errors in the recruitment process. But like any technology, it has its bugs. Research suggests that AI recruitment algorithms can increase the bias against women.

While gender bias is one form, other types of biases in AI recruitment can harm an organization’s goals and success. But as AI maturity sets in, organizations can successfully implement AI in recruitment for the right outcomes. To understand these vulnerabilities for bias in AI recruitment, how organizations can tackle them, and its potential going forward, read on.

Bias in AI recruitment

A key reason for AI recruitment technologies to result in biased results is that humans primarily train these algorithms. Algorithms defined with bias can neutralize the positives that AI brings to the table. For instance, algorithms can pick up on cognitive bias, such as confirmation bias, gender bias, or affinity bias. Here, the main vulnerability is during the assessment of poor prior decision-making. Both past and present decisions can lead to bias in AI recruitment.

When AI algorithms look to learn from prior decisions, it looks for patterns to form the basis for future decisions. Studies reveal that AI predictions based on past hiring decisions can reproduce the same patterns of inequality in all recruitment strategies, even when sensitive characteristics get eliminated. As a result, HR professionals relying solely on the outcomes and predictions of AI will unknowingly make biased decisions.

For instance, bias appears when the algorithm scans and ranks the applicants based on specific traits present in the original data. When an application demonstrates certain traits that are different from the original input, the algorithm can downrank the candidate, even if the traits are irrelevant to the job.

Strategies to tackle AI recruitment bias

Companies can successfully use AI for recruitment with strategic planning and implementation. These strategies can help organizations identify the source of the bias and deter it from spreading further. Here is a breakdown of these tactics for deeper insights.

Maintain meaningful human supervision

According to research, organizations can improve performance when machines and humans work together. While implementing AI in recruitment protocols, organizations need to ensure that their AI software is human centered. This is because employers can add the human quotient and pick on the cues that AI cannot detect.

This enables informed decision-making that isn’t solely reliant on the technology’s insights. For this to be effective, employers need to be conscious of the bias they bring to the table and ensure that it doesn’t play a role in their decisions. Ideally, companies should have a diverse committee responsible for catching bias occurrences that would otherwise slip through.

Rely on proven techniques and AI models

Tried-and-tested techniques can assure organizations that the AI model they rely on will work favorably. While these do require a fair bit of tailoring, proven AI techniques can help organizations reduce bias as well as make it more cost-effective. Proven AI techniques can help the hiring team receive relevant and unbiased data, as well as allow them to focus on other characteristics during the interview. This includes non-verbal cues, body language, and other things that AI can’t yet analyze accurately.

A successful example of such a tactic in motion is the hiring practice at Unilever. The organization uses brain games and AI to compare and analyze candidates’ skills. This can help the company significantly improve diversity in the workforce. This works for Unilever because despite the new technology, they have adapted it to work with a traditional and effective technique.

Perform audits and rectify the data

AI algorithms left unchecked are a major cause for concern. They can reproduce the same biased decision, effectively hampering the organization’s efforts to eliminate bias from the recruitment process. This is why it is imperative to perform regular audits. These help managers pick up on problems that hinder the algorithm’s ability to procure desired results. One of the top reasons AI bias creeps into the recruitment process is inaccurate or incomplete data used for training purposes.

Leverage AI-supported models in the metaverse

As the metaverse gains popularity, it is important to consider that this can be an avenue to reduce unconscious bias in human behavior. Unconscious bias becomes challenging to eliminate because the recruiter is not even aware of it. Generally, such bias is based on cues like voice, physical appearance, gender, age and more. In the metaverse, these sensory cues can be stripped away because of the avatars.

When sensory cues are hidden from the interviewer, it decreases the chances of a biased decision. Moreover, organizations can use the metaverse for sensitivity training and work towards reducing bias and biased practices. With AI, the metaverse can also allow HR employees to experience things from a different perspective, which can come in handy when training to eliminate their unconscious bias.

Future outlook of AI in recruitment

Research suggests that AI will shape the future of the workplace in many different ways. With employees and AI working parallelly, AI can ease the load of routine tasks and give employees time to devote their focus on cognitive tasks. A 2020 report also suggested that while AI will displace nearly 80 million jobs, it will create around 95 million more jobs. However, effective and productive use of AI in business processes is only possible when organizations understand its limitations.

Conscious planning, while important, helps successful implementation, but it is also easier said than done. Thankfully, nearly 67% of HR professionals believe that AI in recruitment can benefit these processes.

From the candidate POV, a survey by Talent500 found that 85% of the candidates value their interview experience while evaluating job offers. AI technology is known to enhance this journey when done right. To leverage AI in the recruiting process and ensure it works advantageously, partner with Talent500. Our AI-backed solutions ensure that you get the right match from the pre-vetted talent pool. We also ensure improved engagement and efficiency, with up to 5x faster hiring capabilities and 60% higher recruiter productivity. Schedule a consultation to know how we can tailor these services to suit your needs and leverage AI in recruiting effectively.

Work flexibility: 4 tips organizations can try to attract top talent

Posted on June 22, 2022July 19, 2022 by temp

The pandemic has not only resulted in an irreversible shift in the dynamics of work, but also created a new breed of mobile employees. Today’s workforce prizes autonomy and flexibility, often more than traditional triggers that attract and retain talent like compensation and benefits. Not only is a higher number of top talent demanding flexibility, but many are also willing to look for other opportunities should it not be offered.

The Talent500 State of Talent survey in 2022, conducted among 4,800 professionals across Indian cities, reveals this sea change in mindset: 87% of the tech talent are actively considering a job switch in 2022, and the primary reason for 55% of respondents is a lack of work-life balance. Further, for 83% flexibility is the top consideration for accepting a new offer.

Brushing aside these statistics as a pandemic reaction rather than a pandemic epiphany, can only add woes to an organization’s recruitment drive. Companies today are dealing with record highs in attrition rates and the intense competition in order to bag the right talent. After all, having greater agency over their lives, better control over their schedules, and the freedom to work when their productivity is highest, is what drives the workforce of today.

This phenomenon is not limited only to India or Asia, but complements sentiments across the globe. As per a survey by Slack, 72% of the employees prefer to work in a hybrid model. Other research also found that employees from the US value the flexibility to work from home for 2-3 days a week as much as 7% pay raise. What’s more, 40% of the employees who currently WFH would look for another job if required to work from the office.

While the why is easily understood in the advantages that flexibility offers employees – in terms of reduced stress and chances of burnout, higher job satisfaction and productivity –implementing flexible policies comes with other benefits for an organization. This includes increased loyalty, improved brand image, better employee morale and a larger talent pool to dip into. However, one fact that stands out among all these is the impact of flexibility on employee retention and attrition. After all, 89% of the companies saw better retention because of flexibility. And while it comes with its challenges, organizations can successfully implement and manage flexibility with the right frameworks in place.

Implementing flexibility – 4 tips for organizations

Flexibility involves both give and take. To foster fairness and accountability, here are a few pointers that leadership teams should keep in mind when implementing flexible policies.

Strengthen communication

Research indicates that 86% of employees and executives believe that ineffective communication causes workplace failures. When virtual, remote sessions overtake physical, face-to-face meetings, it is important for organizations to ensure that the employees are able to communicate with each other without any challenges or lags. While internal messaging tools, emails and video calls are all a must-have, what is critical is for managers to establish a clear guideline on which modes of communication require immediate attention and which matters require urgent communication such as those regarding deadlines or availability.

This helps employees respond to time-sensitive matters with ease and be accountable in remote settings. Since communication is so vital to success in such cases, companies can also offer soft skills training to boost this skill. In fact, 65% of employees who received training for communication had a higher performance score as per another survey.

Keep employee expectations clear

In flex work, making expectations clear to employees can help leaders track their performance as well as ensure that employees know the objectives of the employer. Employers can, and should involve employees in the goal setting process. This not only helps employees understand how their work contributes towards organizational objectives, but also feel a sense of ownership and engagement.

In fact, only 30% of the employees agree that their managers involve them in goal setting and these employees are 3.6 times more likely to be engaged as per a Gallup report. Research also suggests that productivity increases by 56% when managers help employees align their goals to the needs of the organization.

Spell out flexible policy terms clearly

Documenting the options that employees have when it comes to flexible work is key to ensuring smooth operations. Such formal policies can help organizations avoid inequities that come with informal and non-recorded arrangements and also help propagate company culture better. It is also necessary that managers or leaders put together the required details before the arrangement comes into effect.

While this may postpone how soon you can offer its benefits to your workforce, it does pay in the long-term. Include the working terms, infrastructural and other requirements, measures for keeping data safe, health precautions, and more in this policy and make it easy for talent to access them (such as via cloud) when needed.

Review performance

Performance reviews, a part of the traditional work arrangement, also have a big role to play in fully remote or hybrid models. For these to work, organizations need to be transparent about KPIs and other metrics used to measure employee productivity and impact. The only change when it comes to flex work is for employers to consider having such reviews at shorter frequency. This helps employees adapt better, keep their eye on the prize, and work towards achieving company goals in a more informed manner.

Managing flexibility – 3 ways for organizations to take the reigns

Implementing flexibility can come with certain disadvantages like procrastination, decreased engagement and loss of workplace culture. Here’s how companies can tide over these for a net positive gain.

Leverage technology

Tech has a starring role to play in most aspects of work today but enjoys the spotlight most when it comes to successfully implementing flex work. Organizations can and should use it to help teams collaborate, plan, learn, and adapt to evolving needs. According to this study, more than 80% of the employees stated that technology empowered them to better communicate and collaborate. Tools that help mitigate cybersecurity risks and keep sensitive information secure are also a must-have.

Make data accessible on a need-to-know basis

With everything going digital, employees need to have access to required data with ease. Easy and instant access to it makes them more productive and keeps them engaged. While this is highly valuable to organizations, a noteworthy aspect is to ensure that employees get access only to data that falls within their responsibilities. With ransomware attacks rising to 35%, a need-to-know access to data can reduce this risk and prevent data leaks.

Encourage collaboration

Collaboration can nurture stronger bonds within teams and boosts engagement. Research by Gallup suggests that those who have close workplace friends are 7X more likely to have better output, higher personal and customer engagement and enjoy greater well-being. To catalyze such relationships, employers can plan virtual celebrations, create intimate virtual spaces for employees to connect with each other, do a daily virtual huddle, and even create separate channels for specific categories as needed. Planning physical retreats as often as possible can also work wonders.

There are many companies who have successfully embraced workplace flexibility including Dell, Unilever, Sodexo and Humana, and yours can too. As a partner in aiding your efforts to hire, manage, and build global remote teams, look no further than Talent500.

With automated hiring processes and pre-vetting of profiles, we can help you find talent that adds value 5x times faster. Our in-depth pre-assessment has helped place 300,000+ professionals and build teams in 50+ organizations. Request a consultation now to know how you can leverage our tools to effortlessly manage and build your remote workforce.

3 challenges and solutions for building strong company culture in a globally distributed workforce

Posted on June 22, 2022June 22, 2022 by naveen

It’s no secret that organizational culture impacts company success as well as employee satisfaction. A positive culture of shared values and healthy workplace behavior enables and empowers employees and managers to be engaged, driven, and loyal. Strong organizational culture also attracts a talented workforce. Nearly 77% of candidates look at the workplace culture before applying for a job, according to a report by Glassdoor. This suggests that a negative perception of an organization’s culture can make it challenging to fill open positions and retain top talent.

While instilling culture across the organization is a challenge in any setting, the COVID-19 pandemic underscored its importance as it significantly impacted productivity and forced leadership to evolve to the new normal. Their reassessment and reevaluation either strengthened the work culture or diluted it. Nevertheless, be it a fully remote workforce, or a distributed team working on a follow-the-sun model, culture is key to creating a sense of genuine connectedness and belonging.

Increased stress, lopsided work-life balance, isolation and job insecurity have all contributed to lower productivity of distributed teams and remote workers in recent times. This is only compounded by company culture that is transactional rather than relational. In fact, companies that managed to instill positive organizational culture, offering their workforce flexibility and transparency, saw big gains. Not only are 68% of teams evaluating their culture to better reflect the new normal, but 62% of remote and hybrid employees and 52% of on-site employees said that their workplace culture had a positive impact on their work as per a 2021 report by Gartner.

Here’s a deep dive into the challenges and means of scaling organizational culture in a globally distributed workforce.

Challenges of building workplace culture in distributed workforce

Fragmented and dispersed workforce

One of the ways to cultivate workplace culture is through shared experiences. In the past, these took shape as shared learning seminars and other such in-person activities. Unfortunately, due to the pandemic, such interactions aren’t as frequent or are fully digital when they occur, and thus lacking in one way or another. This makes building and enforcing a strong work culture challenging in a distributed workforce.

Too much transparency in the workplace

While transparency is essential, especially now, too much is problematic. Companies with an overly transparent culture often face issues of over-sharing, which in turn hampers the ecosystem. For instance, too much transparency about financial struggles, losses or even salaries can lead to unrest, detrimental competition and even unwarranted dismissals.

Increased pressure for productivity

Spurring productivity, while essential to any organization, is among the hurdles companies will likely face when building the right culture. Both managers and employees can make it difficult to set the right values or even act in accordance with them when there is pressure to boost productivity. According to research, 50% of senior leaders stated that this type of pressure is one of the biggest challenges in creating a positive culture.

How organizations can build a strong culture in a globally distributed workforce

Be intentional about culture and celebrate cultural differences

Having a set of principles or values that leaders and the top tier of management believe in and act on, is step 1. Bringing up workplace culture from onboarding and throughout the employee work cycle is key to it being taken seriously. While it is important to have a culture that all employees can share, it is also important to accept and honor diversity. An empathetic culture is mission critical in a globally distributed workforce, since companies are now expected to be diverse. According to this study, 84% of the CEOs said empathy drives better outcomes; the same study also said that 90% of GenZ employees are more likely to stay if the organization has an empathetic culture.

Leverage technology to better communicate and collaborate

Communication and collaboration are critical tools that support organizations in building desired workplace culture. Remote working can have a negative impact on both of these and active measures to counteract such gaps must be put in place. Organizations can assign mentors to the new hires, have online team huddles, and upgrade to technology that streamlines communication. Only through effective communication can the values be imparted into every sector and silo of the workforce.

Lead by example

Actions speak louder than words. For culture to truly set in, the organization’s values must be actioned by top management and the board of directors. Leaders should believe in what they say and do to get the desired results. On the other hand, leaders acting in opposing directions can create distrust among the employees, which then further deteriorates into a negative perception of the workplace. Simply put, when it comes to building the right culture, a ‘Be. Do. Say.’ style leadership is necessary.

Apart from the above measures, organizations should also rely on the in-country experts when managing a distributed workforce. This means that even though company values would be at the forefront in communication between employees, in-country experts should be at the forefront in matters concerning monetary and non-monetary compensation. This is because there are different customs and laws that come into play.

Dependency on the experts here can help with compliance and stronger culture. Talent500 can help you build and grow your global workforce in a seamless way with our AI-powered tools. Request a consultation now to know how we can help you manage your workforce, stay compliant, and engage with employees to cultivate a strong culture.

How to converse effectively with clients as a front-end developer

Posted on June 17, 2022July 21, 2022 by venkatesh

For front-end developers, communication is an essential skill. In contrast to backend developers, they have the active participation of stakeholders in their work. Whether working on a small website or a large-scale application, you will actively communicate with clients.

Speak with confidence

Confidence in your communication is a must to subconsciously convey to the client that you are an expert in your domain. Front-end developers have a lot to discuss with clients, project scope, design, timeline, cost, etc. Everything must be conveyed with the clear objective of informing the client.

If you are wondering how front-end developers include confidence in their communication, here’s an example:

Suppose you have a feature that will make a client’s site faster, then your tone must reflect that you know what you are talking about.

“I think it will help make your site faster” is an unappealing statement. Instead, you should use “By reducing the number of HTTP requests to the browser, I will significantly improve site performance.”

Here the difference is that you sound confident, and the client knows precisely what you will be doing and how it will affect the project.

A word of caution here is to keep in mind to be respectful. During large web projects, there will be thousands of elements and components to work on. Something will slip through the cracks, do not be accusatory. Gently discuss with clients about project requirements or missed tasks.

Communicate roadblocks with a strategy

Clients are an essential part of a business. To get them on the same page, you need to structure your conversations around their needs. It is vital to keep them informed and included in the development process.

Most front-end developers tremble when they have to communicate roadblocks with the client. But it is not that difficult; think of it the same as creating a website’s front page.

You think about the action you want the visitors to take. In this case, navigate the client through the issue without aggravation.

Have a call-to-action ready that speaks to the client and paves the way for communication.

Design the rest of the page, i.e., the conversation around getting the visitor (the client) through the conversion funnel (talking through the issue).

Let’s see it through an example. Suppose you face difficulty with a component design and think you can achieve it with another programming language. It would help if you initiated something like this.

“I have completed the registration module, but we should make the KYC process faster. Right now, you have suggested Vue.js, but it is limited in its scope in performance. We should use Node.js, which is much faster and can be deployed faster.”

Here you are making clients stick to the path you want to take, cementing your authority and expertise.

Set expectations

Establishing boundaries around the project’s scope, turnaround times, response times, and support is crucial. The first step towards this goal is to make the expectations clear from the beginning.

Define the expectations as accurately as possible. It will help the client be clear about the scope of work you will be doing and the timeline. Discuss the project’s timeline with the client before starting the project to minimize the risk of future disagreements.

Most clients like to work with developers who stick to their agreement and put in the hours promised. Set up a proper communication channel and time when you will hold meetings with the client for effective communication. Avoid engaging clients outside this time unless it’s necessary.

Be transparent about your pricing

Be it a rate-based project or fixed hourly rates, the project’s pricing is always the elephant in the room. The final project pricing depends on the complexity of the project and the features you are going to build. Not all features are created equal, and if you do not communicate this to the client, there will be a misunderstanding later on.

Eliminate any scope for miscommunication by putting your pricing in writing. Mention what features you will be working on and that any additional features will cost extra. Be open to the demands of the clients and their budgets. You can compensate for less pay by using technologies that offer better automation and faster delivery. For instance, if a client wants static pages in a JavaScript page, you can use GatsbyJS, which has ready-made static page templates.

Conclusion

Front-end developers are not the awkward, bespectacled geeks who fail to communicate with clients; they are professionals who deliver on clients’ requirements keeping them in the loop throughout the development process.

We hope these tips will enable you to talk to clients professionally about everything related to the project. The key here is to prioritize the needs of the client but demonstrate your value as well for a sustainable partnership.

Talent500 is a platform for front-end developers to explore remote work opportunities with fast-growing startups and Fortune 500 companies. Sign up today to join the pool of elite talent.

Why do you need a global talent acquisition strategy?

Posted on May 1, 2022July 11, 2022 by naveen

The job market is witnessing an unprecedented decline of available workforce post-pandemic. In the US alone there are over 7 million unfilled job positions relative to 6.3 million people looking for job opportunities domestically. There is a clear mismatch between the demand and supply of talent and this gap further widens as most people are looking for work-from-anywhere opportunities and exploring international markets. There is no way companies can fill the open positions by restricting their hiring to local talent.

Fortunately, with an exponential increase in demand for remote work opportunities, recruiters now have a chance to tap into talent sources from anywhere in the world. Global talent acquisition is the future of work and companies certainly need to put in place strategies and policies to hire globally, efficiently. Today, more than ever before, companies have the opportunity to build a globally distributed workforce with the right talent for the right job.

Why companies need a global talent acquisition strategy

Helps in building diversity

Building diversity in the workforce presents so many opportunities for employers that can’t be generated otherwise. According to a PWC survey, over 75% of managers and global companies agreed that diversity is a predominant factor for building a competent workforce. Furthermore, companies with diversity are known to generate 19% more revenue with a 1.4 times higher profitability rate.

There have always been discussions around diversity building initiatives in the workforce, and for some reason, companies have failed to deliver on their promises. But in 2022, when employees now have the option of choosing to work at almost any organization, they are more likely to choose ones that have a strong diversity and inclusion program.

Fosters operational efficiency‍

Operational efficiency is the measure of how smoothly business operations are conducted on a day-to-day basis. When companies have a global talent acquisition strategy in place, it considers cultural and local hiring practices which enable companies to better manage local talent because they are more prepared for behaviors and expectations.

When companies fail to adopt a global talent acquisition strategy, they end up making policies at the country level which only help with the selection and retention of a selected group of talent. This can be disastrous for expansion to new markets as there are clear operational gaps and inefficiencies. Many companies with no global talent acquisition plans are forced to outsource the recruitment process to third-party agencies. However, partnering with the right talent acquisition company can take your company to the next level.

Increases understanding of the local market

With a global outreach plan, companies are not only hiring candidates with different cultural backgrounds and mindsets but are also readying the environment to accommodate these differences. Companies that have diverse teams should plan training for current staff to help them interact with employees from other cultures.

This has far-reaching impacts as apart from embracing diversity, members of the organization also get acquainted with foreign market norms. For companies boasting a global workforce, they are better positioned to navigate through local customs to avoid misunderstanding. This significantly helps the business because it becomes clear as to what sells and what doesn’t in a particular market.

Provides access to a wider talent pool

Hiring globally implies that companies have access to a large pool of talent. However, to truly capitalize on this advantage, an effective global talent acquisition strategy is required. Apart from providing the above-mentioned benefits, it also helps with talent management.

As you continue hiring from different markets, you will have to work with different labor laws, compensation structures, and expectations from potential employees. An acquisition strategy will help in streamlining the entire hiring process to accelerate hiring and managing all the requirements in a local market.

At Talent500 we have been building global teams for Fortune500 companies. We have the tools and talent to help you build globally distributed teams faster. Let’s discuss your requirement, set up a consultation today.

Why distributed workforce is the future of work

Posted on April 5, 2022April 5, 2022 by naveen

The pandemic made working from home a necessity, globally. Given that organizations were forced into this model, many of them were under the assumption that remote working would firstly, be a temporary response, and secondly, would hinder productivity. That unless employees came into work every day, timelines would be overlooked, and expectations would go unmet. But, as it turns out, those who work from home spend 10 minutes less a day being unproductive, work one more day a week, and are 47% more productive. Additionally, in 2021, 70% of those who worked from home during the pandemic report virtual meetings are less stressful, and 64% now prefer hybrid meetings.

Many organizations decided to have a distributed workforce that would give them the flexibility to stretch beyond the physical restrictions of a traditional office set-up. One of the most critical factors affecting organizations today – technology sector and employment – is the growing acceptance of remote or distributed working teams and the adoption of key digital collaboration tools.

So, what is a distributed workforce?

Simply put, a distributed workforce means an organization has employees spread across multiple locations instead of having them all come to work in the same office. In a distributed workforce, some employees may work from the company offices while others may choose to work from satellite offices, co-working spaces, or their homes.

Note: remote and distributed working environments are not the same.

Remote work requires discipline for the individual worker, but distributed work requires discipline for the entire organization. It is based on the idea that an employee does not need to work in a specific location to complete their work.
In distributed work, employees may work from anywhere in the world, even if the organization has a physical headquarters. Though it might be a thought that’s already come through, digital technology is critical for a strong distributed workforce.

What has become clear is that the future of work will be a combination of where and how work happens.

Let’s first briefly look at potential challenges (and solutions) of this way of working.

Feeling disconnected with the rest of the team

In the office, there are plenty of opportunities for employees to engage with one another – lunching together, having a chat over coffee, and so on. It’s these little moments, that we really didn’t give too much thought to, moments of sporadic connection, that go a long way in enhancing team dynamics, building a sense of belonging, and initiating collaboration between teams and team members.

In such scenarios – what is usually done in person, should happen virtually. Given that distributed working requires a change in mindset, when managers are mindful of the connection gap, they can take the necessary steps to virtually fill these gaps. Some ways to do this might be through bonding and fun activities, online workshops, one-on-one check-ins and so on. But these become critical in enabling employees to feel more connected with team members, and engaged at work.

Productivity issues at a process level

While employees themselves reported increased productivity in this way of working, where organizations may see a challenge is at the process level. Because organizations transitioned quite quickly to distributing working, there is a risk of teams working in different ways across different tools.

What managers and leaders can do is put in place set working norms and choose standard tools that can make remote working seamless. Some of the tools we use at Talent500 to standardize work are:

Slack for daily communication
Trello for project management
Google Meet and Zoom for video meetings
Miro as an asynchronous collaboration tool

Difficulty in maintaining company culture

According to a Virginia-based Hinge Research Institute study, when evaluating job prospects, 57% of job seekers across all career levels consider culture as important as pay. Transitioning to a distributed working model might sound relatively easy but it is quite complex in the various nuances that need addressing. For instance, a company’s culture doesn’t transition automatically.

Given that culture happens, no matter what, establishing the right company culture becomes a challenge. Managers and leaders will need to replicate moments throughout an employee’s time at work to instill and reiterate company culture.

Benefits of a distributed workforce

Global companies to fast-growing startups, the distributed workforce is helping organizations achieve company-wide goals by offering opportunities that are only possible when the workforce is geographically dispersed.

1. Increased employee productivity

A study by Stanford of 16,000 workers over 9 months found that working from home increased productivity by 13%. By providing employees with access to the right tools and technology to enable distributed working, companies can save on many resources as well as increase productivity. Additionally, employees who are disciplined and motivated can get more work done within a shorter period of time. A key outcome of distributed working is that a remote employee may perform better than those who come into the office regularly because there are lesser distractions in terms of meetings and other interruptions common to a shared workspace. CompuVision is a good example of how a distributed workforce can help increase productivity multi-fold.

2. Access to a global talent pool

80% of tech CEOs said the availability of key skills is their top challenge. Organizations have always struggled with finding the right/ideal candidates to fulfill openings. However, now that they are no longer restricted to physical locations, organizations can experience the benefit of hiring beyond geographic boundaries. According to McKinsey & Co, skilled and superior talent can be up to 8X more productive than average workers. By thinking beyond location-dependent teams, and evolving their hiring strategies, organizations can gain access to and hire the best developers and technical employees in the market, anywhere in the world.

3. Reduced cost

It is estimated that the average office space cost per employee is around $18,000 per year. Building a globally distributed workforce offers cost savings for organizations in several direct and indirect ways. With a globally distributed workforce, organizations can greatly reduce the main office footprint. Overhead costs related to office space, internet, electricity, water and more is a big cost factor for businesses. Additionally, as companies shift applications from onsite to the cloud, it enables decentralization and reduced IT costs.

4. Improved employee retention

The Great Resignation has made it challenging for organizations to attract, hire, and retain skilled talent. Some industries are feeling the burn of this talent crunch which is why employee retention is a critical determinant for an organization’s success today. According to Stack Overflow’s 2016 developer survey, flexible working options are a top priority for developers with 64% of them already working remotely. Giving employees what they want leads to a happier workforce, therefore a more engaged and productive workforce. So, instead of organizations focusing on where employees are located, the focus should remain on empowering them with the right tools to make distributed working possible.

5. Adds diversity to the workforce

Agility, autonomy, better talent pool, and reduced costs are not the only benefits, but a diversified workforce is a proven asset for profitable companies. McKinsey found that companies with higher ethnic diversity in the workforce are 36% more likely to be profitable than companies with lower diversity. Hiring employees with different backgrounds, cultures, experiences, and perspectives improves the team’s ability to innovate, solve problems, and be creative. Another thing to remember is that hiring diverse employees can help fulfill the organizations diversity, equity, and inclusion (DE&I) commitments.

Companies adopting the distributed workforce culture

Apple: Maker of the iPhone allowed for 100% remote work options for some of the roles in the company such as Senior Threat Intelligence Analyst. The company also expressed its willingness to promote a hybrid work model allowing employees to work from home at least once a week.

Automattic: Automattic, the company behind WordPress has over 800 staff spread across 67 countries. The company prefers the term ‘distributed’ workforce as they believe ‘remote’ implies there is a central hub of more important staff. This approach has been instrumental in their growth since the beginning.

Amazon: The eCommerce giant employs over 92,000 people all over the world. With a large presence in each continent, the company made a crucial decision of allowing employees to work from home two days a week from June 2021, provided their roles allow for such flexibility.

A distributed workforce – a mutual benefit

In a distributed workforce, organizations depend on all employees to continue to meet the expectations of the job and company, and this is where hiring the right talent can make all the difference. Talent500 is helping companies of all sizes ranging from startups to Fortune 500 companies to shift to distributed work models. We connect you with the best of the talent from over 50 countries. Request a consultation to discuss more.

The importance of leadership transparency and accountability in a hybrid and distributed workplace

Posted on April 5, 2022April 6, 2022 by naveen

The time of in-person office is on its way out. As over 61% of people do not want to return to offices and want to work remotely, it is evident that hybrid and distributed ways of work define the future of the workplace. Companies that embrace the hybrid and distributed work environments provide a more fulfilling experience for current and prospective employees.

There is an urgent need to rethink approaching culture and connection in a hybrid and distributed workplace. The findings of this study indicate that 77% of respondents say they have experienced employee burnout at their current job, with more than half citing more than one occurrence. There are many more similar studies which show that employees experienced burnout due to work ever since the lockdown; there exists a severe need to change how things are being done. A distributed workplace requires a mindful culture to keep employees from feeling burnout or a sense of loneliness.

It is essential to bring transparency and accountability in leadership for the best working environment.

What does leadership transparency in the workplace mean?

Transparency in leadership in a hybrid and distributed workplace means involving employees in the decision-making process, sharing the good and the bad, and generally keeping them in the loop of everything that’s happening in the organization. It’s quite easy for employees to start to feel disconnected as they no longer come to a central place to work. Another key aspect is to welcome honest feedback about leadership and decision-making.

While a distributed workplace is now a priority for employees, it can result in isolation unless you step up and encourage involvement among team members. In a team with transparency in leadership, there are no unpleasant surprises, no uncertainties, or feeble behavior that might make the leader look weak. The most transparent leaders practice what they preach, set clear goals, and communicate effectively.

Accountability is another required quality in leadership, which is especially important in a hybrid and distributed work environment. If you expect your employees to be honest and open with the work and how they conduct themselves in a distributed workplace, they must see you do the same.

How does transparency and accountability help?

A transparent and accountable leader is someone to look up to. They will be in a better position to earn an employee’s loyalty and trust, without much effort. However, the benefits of this leadership style are aplenty.

Encourages openness and collaboration

According to a Microsoft Work Trend Report, 9 to 5 work culture is fast disappearing, and employees want more flexibility in their work schedules. What started as a pandemic-induced work culture shift has become the new normal. As teams have experienced the freedom of flexibility and seen how much more productive they are, it’s more appealing to them.

Creating a hybrid and distributed work culture that is opposed to a 9 to 5 routine means enabling work that fits around the life of employees, whether it’s dropping kids to school, picking up essentials, or working out. The new work culture is asynchronous, requiring more focus time for deep work. Companies with a distributed workforce have employees working in different time zones. Adopting an asynchronous work model improves collaboration in real-time, allowing employees to attend meetings and avoid late-night calls. It also helps increase productivity.

Problem-solving and collaboration become more efficient when there is default transparency in the work environment; teammates are on the same page and can work unhindered with all the necessary resources available to them.

Promotes a greater employer brand

When you successfully integrate transparency and accountability in leadership, you build a strong employer brand. An essential part of being transparent with employees is to invite their honest feedback. It is easy for misunderstandings to occur in a distributed workforce or for discontent to build. When you let employees share their feedback honestly, you make them feel valued. It is also a way to show your employees that you value their opinions and contributions, building trust and loyalty.

It is not uncommon to see resentment among employees towards leaders who don’t show interest, or who do not value an employee’s time and thoughts. When you show appreciation, and when you recognize their efforts, you make them feel valued. It is because of the employees that an organization can do well. Let them know. Transparency in leadership implies you are not just a mysterious boss tucked away in some corporate office but also an actual human being. Present yourself as someone willing to understand and support his employees.

When you develop a personal connection with them, your employees are more open to accepting constructive feedback, and willing to make the necessary changes to benefit the organization and its objectives.

Leading by example

If you think that traditional command-and-control management will serve you in a hybrid and distributed workplace, you are in for a bit of a surprise. In such a work environment, you are isolated from your team, and hoarding all information to make decisions individually that affect the whole team will damage morale and reduce agility.

Remember your aim is to bring in accountability and transparency, which is why you should look for opportunities to democratize decision-making. When you keep employees in the loop, you create an open culture in which every employee is aware and confident about their duties, and there is no uncertainty. This will make everyone feel part of the team, and the efficiency and productivity of the team will increase. When you create an openness for communication, the risk of information overload becomes a threat. Here, tools like Slack come in handy to control information flow such that people get information that is relevant to them, not the whole conversation of the entire team.

Transparency in leadership requires leading by example. It is not the era to communicate once a month via email. Today, you actively communicate with employees via video meetings and live feedback to foster an inclusive culture. Some of the most outstanding CEOs allow people to drop in a message directly to follow up. The top leadership has widely encouraged open communication with distributed teams through Slack in the past year. Employees have shown enthusiastic responses, sharing over 11 million messages on Slack in the past year.

Enables faster problem solving

Leaderships’ primary goal is to encourage problem-solving, smooth workflow, and help employees improve their skill set.

With accountability and transparency, employees can be brought together. One of the most significant advantages of a distributed workforce is diversity. People with diverse cultural backgrounds working together solve problems faster. As a team leader, you might get instructions from the management to handle things differently or deliver on goals. Be transparent with them rather than keeping this information to yourself and putting pressure on your subordinates. Tell them the end goals you need to meet as a team and how they will affect the whole team.

Such transparency will encourage the entire team to work together to achieve common goals and solve problems faster.

For hybrid and distributed workplaces, the traditional leadership qualities simply don’t cut it. There is an unprecedented need for transparency and accountability in leadership. For more on how you can manage a globally distributed workforce, set up a free consultation today.