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Organising Yourself and your Remote Teams

páginaprincipal.livro.por Jill Seymour & Bernard Nawrat
páginaprincipal.livro.idioma:  English
Practical advice for managers and HR practitioners on being a role model for effective remote working and how to organise others to achieve personal and organisational goals when working from home.
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Remote working arrangements do not mean an absence of management. Instead, managers must do things differently and provide strong leadership. We begin by describing how a manager should act as a role model. We then look at key areas of the management task, deciding who can work from home, tools and technology, good communications, performance management, as well as health and wellbeing considerations. The emphasis is on the areas of difference from managing within a shared workplace and our approach is to offer practical and common-sense solutions based on best practice.

About the authors

This book has been written by Bernard Nawrat and Jill Seymour. We each have over 30 years’ experience in public sector HR. This has included introducing flexible working arrangements, such as home working. Since starting our consultancy in 2015 we have continued to support public-sector employers on HR matters and have worked with Bookboon on a series of e books on HR issues. Our approach is to offer practical and common-sense solutions based on best practice.

  • About the authors
  1. Be a role model
    1. Manage the environment
    2. Project professionalism
    3. Minimise distractions
    4. Do not be an island
    5. Reward yourself
    6. Time to reflect
  2. Who can work remotely
    1. Organisational benefits and challenges
    2. Job based, or person based
    3. Types of remote working
    4. Rights to request
    5. Induction to remote working
    6. Contract changes and policy
    7. Time to reflect
  3. Tools, technology and information requirements
    1. Ensuring the environment is safe
    2. It systems and data protection
    3. Controlling activities
    4. Communication tools
    5. Time to reflect
  4. Communications
    1. Purpose
    2. Organisational voice
    3. Communication channels
    4. Communications etiquette
    5. Time to reflect
  5. Performance management
    1. Workplans and objectives
    2. Performance reviews
    3. Training and employee development
    4. Disciplinary action and staff complaints
    5. Time to reflect
  6. Health and wellbeing
    1. The working day
    2. Good mental health
    3. Access to support
    4. Sickness management
    5. Time to reflect
  7. Reviewing arrangements
    1. Scope and purpose
    2. Methods and participants
    3. Review outcomes
    4. Time to reflect
  • References and further help

Jill Seymour & Bernard Nawrat