28 Jan The Right Way to Build a Remote Company Culture
Many companies today are embracing a remote company culture with a view to getting work done more productively and efficiently. In fact, remote working has become an integral tool for improving company cultures.
However, developing a company culture can be challenging for any business. It is therefore crucial to have a strong set of values and principles that give your company a unique character, which your staff can believe in and follow.
But, how is it possible to grow a company culture when your staff are located all over the world? The answer is by creating a culture of “trust” and by giving employees a sense of autonomy – remote working can create just that!
“Around a quarter of my team work remotely and I wanted to encourage it, to empower my staff and demonstrate to the rest of the company. I can find my team on social media outside of normal working hours.” – Daryl Wilkinson, Head of group digital development at Nationwide
Remote working at highest level on record
According to the Office of National Statistics, the amount of people who work remotely is at its highest level since records began in 1998. The total number has grown by 1.3m since 2008, almost a third (32.5%) were professionals and 14.8% were managers or senior officials, and 23.5% were working in skilled trades.
Building company culture for remote teams
Here are five ways to develop and sustain a company culture for remote teams:
Write a mission statement – Having vague guidelines won’t suffice – you need to have a strong mission statement, exemplifying your company’s philosophy. Your mission statement should be short and memorable. Apart from sharing it with staff during the initiation process, also put your entire ethos on your company website for all to see and refer to at any time. Additionally, share your company goals for the future; insights like these provide the team with direction and empower staff to make educated decisions.
Hiring the right people – from the CEO down to an intern, every member of staff has to be on board with the philosophy. So add questions to your interview process that clearly highlight your company’s philosophy. Because your remote teammates will have minimal supervision, it is especially important for them to understand your company culture.
Creating a close-knit team – despite the distance between them, it’s your challenge to try and get your remote team as tight-knit as possible; it’s beneficial for the simple reason that a close team with shared values is always going to be more motivated and productive.
Giving your staff independence – don’t micro-manage, let them make their own decisions. Allowing employees to make decisions tells them you value their opinion. Also, if they are given an opportunity to share their ideas and opinions and not just follow the boss’s instructions, it will help to cement corporate principles far more effectively.
However, as a manager you will have to ask yourself one question, are they getting the work done? To effectively manage your remote teams, use instant-messaging – phone calls, tracking computer time, etc. all constitute micro-managing.
Recognise and reward – whether you mention it on a team call, or write about it on the company blog, be sure to highlight the actions of staff members who stand as a great example of your company culture. Recognising and rewarding staff is a great way to boost morale, keeping your company culture strong.
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