Site Inspection

Last week, we looked at some ways employers can begin to solve the working remotely challenge. This week, let’s discuss your role. As an employee, you have a few questions to contemplate. Does your organization consider working remotely a privilege or a right? Are you willing to take a pay cut to work remotely? What message are you sending to your managers? Is it clear, kind, and collaborative?

Both employers and employees require communication, empathy, and flexibility to effectively negotiate. This week, let’s think about what constructive steps employees can take to help build a bridge across the working remotely gap.

Communication

• Build your case for working remotely. You can include why it is best for you, but put more emphasis on why it benefits both your manager and  your organization. For example, working remotely reduces your commute time. This is good for you because it saves you money. It’s good for your manager and your organization because you can spend that time working instead of commuting.
• Provide data that supports your case for remote work. Pull up your Atta Baby file. Do you have any documentation of your increased productivity, successful project outcomes, and positive feedback from colleagues and/or clients from March 2020 to the present?
• After gathering your evidence, schedule a meeting with your manager. Clearly and calmly present your case. Give brief illustrations of how remote work has positively impacted your work quality, efficiency, and overall well-being. Then actively listen to your manager’s perspective. Understand their reasons for wanting you in the office full-time. This can help you find common ground and empathize with their concerns.

Empathy

• If your manager has specific doubts about you working remotely, address them directly. For example, if they’re worried about collaboration, share how you plan to stay connected with colleagues and contribute to team projects while off site.
• Highlight how you’ll maintain accountability and meet your metrics. Describe to your manager how you’ll be available, responsive, and productive. For example, someone who emails you with a simple request on a Wednesday at 8:00am can expect a reply from you within thirty minutes.
• Be receptive to your manager’s feedback and open to adjusting your proposal based on their input.

Flexibility

• Suggest compromises that address both your needs and your manager’s misgivings. How about a hybrid schedule where you’re in the office for certain days or specific team meetings?
• Suggest a trial period for this arrangement and ways to both evaluate its effectiveness and make adjustments as needed.
• If the conflict remains unresolved, consider involving Human Resources to mediate. They can provide guidance on the interpretation of your organization’s policies.
• If you and your manager come to an agreement, document the details in writing to avoid any misunderstandings later.
• If you do not reach an agreement, that gives you valuable data. It shows you what your employer expects. It also reveals the conditions under which you are willing to work. You can use this information to make decisions regarding your future with this organization.

The goal is to find a solution that benefits both you and your employer, and meets the needs of your team and your organization. Effective communication and a willingness to compromise are essential for reaching a resolution that everyone can support.

How is working remotely affecting your work life integration? Please share in the comments.