“ Without a doubt, the most important component is trust: managing a remote team is actually an exercise in building trust and culture. Without trust, there is no team.” JULIO TAYLOR, HALLAM
T
he past year has challenged global mobility managers to find ways of supporting and motivating staff in different geographies and with different experiences of lockdown.
Technology and data have been key catalysts in changing the way we work. “The Covid-19 pandemic taught us early on that
good data is the key to any strategy and decision making,” says Steve Black, co-founder and chief strategy officer of Topia. “Understanding where your employees are working
and how their work is getting done, (ie. are they hitting OKRs? Are they engaged?) will understand a given employee and the team as a whole,” he says. “Pairing that with open communication and
providing employees with the flexibility they need will help prevent burnout and stress. The role of managers has become more challenging with remote work – and good managers are working to ensure they have a finger on the pulse of every team member.” He says managers should make efforts to ensure all
employees feel included and supported. “For one of my teams, which spans three different
time zones, we regularly discuss how things are going in each employee's area during our weekly team meeting,” he says. “A lot of times there are more similarities than you'd
expect. Even though things may be opening up at different rates for each team member, we're all doing our best to stay connected and supported. I think the bigger challenge will be when everyone can return to the office safely, but some choose to work from home permanently. That mixed model will create a new set of team building, communication and managerial challenges.”
KEEPING IN TOUCH VIA TECHNOLOGY “Twenty years ago, if someone was going on an assignment, they would get a home visit from consultant to help them prepare,” says Rob Fletcher Co-Founder at Heart Relocation. “That's not happening anymore. It was already
changing due to the cost involved, but post-pandemic companies have been forced to look at virtual ways of giving people that experience.” “Lockdowns have been kind on some, and unforgiving
for others. To balance the variance, we need to focus on the positives instead of trying to reverse the challenges,” says Julio Taylor, CEO of Hallam. “For centuries we’ve relied on physical proximity to
underpin the sense of belonging and togetherness that a workplace can give: rather than try to “replace” these things, we need to be creative and focus on making the most of the advantages that remote work can give us. For example, the ability to have flexible working hours, spend more time with family, and cut down on travel time and wasted commutes.” Without a doubt, the most important component is
trust: managing a remote team is actually an exercise in building trust and culture. Without trust, there is no team, he says. “The global pandemic was a catalyst for remote
working, high levels of personalisation and flexibility,” says Vivi Cahyadi Himmel, co-founder of AltoVita. “Our technology and process efficiency allows the team to provide personalised mobility experiences, from
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