Accomplishing work in the new millennium has become synonymous with Virtual Leadership. The current competitive business environment and the changing nature of work and the workforce requires effective leadership that spans the boundaries of time and space to help employees to work together - apart. Leadership of virtual teams is not the same as leadership of face-to-face, co-located teams. Leading a virtual team is more difficult; it requires a dynamic interaction between technological systems and human systems that the virtual leader has to address and balance for work to be accomplished.
Objectives of the Presentation:
- To identify the remote/virtual worker
- To list recommended elements of a virtual team contract
- To explore steps to avoid discrimination claims
- To describe wage and hour obligations
- To discuss ergonomics, health risks, and virtual workplace injuries
- To define essential competencies of leadership in virtual environment
Why Should you Attend?
More and more organizations are "going virtual," whether it is an employee who telecommutes, a team of workers in another country, or simply an employee who extends her or his workday by checking e-mail or downloading a document from Dropbox that connects to their phone, iPad, or home computer. Approximately 80% of U. S. workers continue to do business remotely after normal work hours. More and more organizations are incorporating telecommuting and other forms of virtual work into their workforce with great success and reduction in costs.
Managing remote or virtual workers requires a management mindset change that differs from managing on-site workers. Examining, planning, and implementing legal and contractual issues are not always considered in the same way when managing on-site workers. Failure to address these perspectives is at the organization’s and management’s peril. For examples, what technological and management strategies should you incorporate to protect your interests? What, if any, contract should be created for your remote workforce? Who pays the home office electric bill for a telecommuter? Are there additional challenges for the non-exempt worker?
The virtual workplace is a reality that is expanding and influencing how organizations do their work. The new virtual work environment offers exciting opportunities as well as challenges to avoid liability. Implementing prevention strategies to minimize liability includes designing and developing "virtual" policies, and training managers and employees who will be engaged in the virtual environment.
- To list 4 essentials for virtual teamwork
- To identify best characteristics of virtual team/employee
- To discuss tools & techniques to facilitate "working together apart" in virtual environment
- To identify the tips for effective virtual meetings
- To discuss importance of virtual contracts
- To determine the best data security
Dr Susan Strauss,
Workplace and Education Harassment & Bullying Consultant ,
Dr. Susan Strauss is a national and international speaker, trainer, consultant and a recognized expert investigator on workplace and school harassment and bullying. She conducts harassment and bullying investigations and functions as an expert witness in harassment and bullying lawsuits. Her clients are from business, education, healthcare, law, and government organizations from both the public and private sector.
Dr. Strauss also provides organizational, management, and employee development by conducting training, coaching, and facilitating workshops. She has been the Director of Training and Development and consults with a variety of organizations and industries, both large and small. Susan has also been the director of Wellness and has consulted with organizations to help them design, develop, implement and evaluate their Wellness programs.
Susan has a doctorate in organizational leadership. She is a registered nurse, has a bachelor’s degree in psychology and counselling, a master’s degree in community health, and professional certificate in training and development. She has been involved in the harassment and bullying arena since 1985.
- Human Resources Executives and Professionals
- Supervisors responsible for remote workers
- Compensation Specialists
- Front line Managers
- Branch or Division Managers
- Small Business Owners
- Any manager of a telecommuter or virtual employee/team