As more workers return to the office, managers must exercise caution to avoid “distance bias” by continuing to engage employees who still work remotely, writes Natalie Runyon, director of ESG content and Advisory Services at the Thomson Reuters Institute.
Managers could conduct stay interviews regularly, which could help them know their team members on a deeper level and lay the groundwork for the better retention of these employees, said Runyon.
She also advised managers to brainstorm inclusive ways of behaviours and expectations within the team for those in the office and those working remotely. This would provide direct insights for leaders on how they can foster the work conditions where employees thrive.
Companies can also set up a coaching team for managers, which could help them increase their effectiveness in managing a team of people from diverse backgrounds while delivering effective business outcomes for clients and helping to fulfil commitments outside of work.
Managers should also keep quality records on performance throughout of the working relationship because aligning all the critical work that a worker does is important as part of recognising the overall value that each individual brings to the company, Runyon explained.
This article was first published on HRM Asia.
