Many internal communicators have an idea of how to define a remote worker, but a consistent definition often is hard to find. While some believe a remote employee is anyone who does not work at headquarters, this is not really the case. Those who work in a company building, owned or leased, remain highly connected to the brand. The ability of internal communicators to reach them is relatively easy. Remote employees typically are telecommuting from home, embedded at customer sites or working in remote parts of the country. Reaching these employees can be tricky. It certainly is not impossible. A few simple and inexpensive tips will help internal communicators reach them:
1. Choose and Deploy Employee Ambassadors:Within every subsection of employees, even remote employees, there are company champions, i.e. fully committed and dedicated team members. Find them. They will have immediate credibility. They understand the unique challenges a remote employee faces and have conquered them. They’ve successfully identified ways to remain connected to the organization.
Fortunately, finding these individuals is easier given today’s technology. Whether through an open call for volunteers or by sending an invitation to those you’ve identified as engaged employees, identifying these assets is critical for success. Provide them with messaging and materials, as well as a way to connect with fellow remote team members. Make sure you thank them for their effort. In addition, ensure that the manager of each ambassador is aware of the program and the employee’s role in it. Support from managers is crucial if you want to have a successful program.
2. Provide Mobile Applications:Many organizations have embraced reaching their remote workforces through mobile applications. While app prices can vary greatly, usually they are worth the investment.
There may be some obstacles, though. As we know, some brands have been slow to add mobility to internal communications apps ( PRN, June 27). Another obstacle is determining what functionalities should be included in the app. Survey employees and work with IT to identify tasks most important to employees. While you may be unable to launch all of them simultaneously, having a solid timeline will ensure that the most important ones are included at the beginning. Functionalities that remote employees can use will drive them to your app, which can alleviate or at least help mitigate a slow adoption process.
Timecards and expenses are examples of relatively easily adapted tasks that are vital for remote employees and those at HQ. Good design will ease the process for both.
Via this same portal, communications materials, including those aimed at rallying employee morale, introducing products or addressing misconceptions or problems, can be added. A tip: Employees quickly become proficient with apps they find helpful.
Similarly, many organizations have deployed Skype as an internal communication tool for remote employees. It’s simple, can be downloaded quickly, and is familiar to many. Such familiarity shortens the adoption process.
3. Create Dedicated Virtual Communities:Creating such communities can be achieved by leveraging social media platforms. BAE Systems Intelligence Group has successfully used Facebook and other platforms to reach its remote workforce by creating dedicated sites for employees. While this can limit the amount of information internal communicators can provide, it’s a complete platform that takes little effort to get up and running. This probably should be viewed as an opportunity to address both employees and potential employees. It could and should serve as a recruitment as well as retention tool. Further, a Facebook page can be utilized to direct employees to applications or websites that can provide more secure access.
4. Engage the Leaders:The most basic step of any employee communications program rings true for virtual employees as well. Assure leaders of remote workers they will have the tools and information to engage staff. Whether it is a quarterly toolbox mailed to managers, or specific, directed information sent periodically, reaching managers is crucial. Employees’ first point of reference and the individual they trust the most for information is their manager. Without connections to this critical group, your messages will be left unheard or misunderstood.
5. The Low-Budget Solution:Finally, if truly strapped for budget, emailing a newsletter focused on remote employees is an option. Just ensure that your focus is on the employees’ needs and information they most want to receive. Reviewing best practices (i.e. HR benefit information always is important), surveying employees or measuring click rates of news items can help communicators decide what remote employees crave. Items with high click rates should be included in each newsletter to remote employees. Remember that providing information from a top-down perspective only will lead to a less-than-optimal result.
6. The Basics: Keep in mind sometimes all people really need or want is understanding. For many remote employees acknowledgement of the complexity of their position is vital. Usually they know the upsides—the immense independence they enjoy, as well as the chance to exercise judgment. They wonder, though, does anyone in the home office understand the downside? Always being the person who decides, implements and follows up is tough. They wonder if anyone knows their name, or recognizes their contribution. Make sure you do, or someone meaningful at the home office does.
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