Overview:

Working virtually requires a strong set of attributes that without them someone can often function quite well in a regular workplace, but when working virtually, fail miserably.

There is a multitude of problems, considerations and changes a business should consider. Such as successful performance management for virtual workforces will demand being closer than working in the office. Those traditional mindset managers, who challenge the program, might be right about some aspects (and some people.) That employees who are left behind working in the offices' morale could become so damaged it cancelled virtual employees' engagement gains. That HR may have to struggle mightily with getting crucial employees back in the office; as working virtually began as a perk but surprisingly didn't work out. That setting up employees' office at their homes can quickly eat up a lot of overhead gains. Complicating the majority of virtual workplace problems is that often the compliance challenges that an employer faces are not the ones HR and leaders carefully considered and worried about. Because, after all when most HR laws were written, no one considered asking to "go work at the beach."

Job identification issues, existing policy revisions, clarifying performance expectations, having to plan communications, and different methods of employee selection are just a few of the important matters that need careful consideration and planning in a virtual workforce.

Why should you attend: Technology at lightning speed continues to reduce the global gap and virtual workplaces are everywhere; as an expectation and even in some companies used as a way to reduce overhead costs. Some employees have never known any kind of workplace but a virtual one. Working virtually has overnight become so mainstream that in some respects you're almost considered "old school" if your business doesn't at least allow it for some jobs.

But as more and more employees flood into a hodgepodge of largely individually negotiated work "agreements", the problems can begin. It seemed easy - employees could just work in a different place, but actually it turned out to be a different way of working. So as they say - fail to plan, then plan to fail.

Areas Covered in the Session:

• They Did WHAT? Compliance hot spots and considerations; exempt/non-exempt timekeeping, FMLA, safety, data security and more.
• Not all high performance translates to a virtual workplace - identifying virtual high performers, both new hires and within existing employees.
• Out of sight doesn't have to equal out of mind. Managing performance from afar through objectives and expectations.
• Reorganizing current virtual arrangements and setting up processes for new ones. Tips for transitioning workforces
• When "working in your pajamas" doesn't. Pitfalls of virtual workplaces.
• Making time to communicate. Dos and Don'ts for a virtual manager.
• How to foster teamwork between people who never traditionally met or even seen each other.
• How to move people back to a traditional workplace or move them on.

Who Will Benefit:

• HR Managers
• Front line Managers
• Branch or Division Managers
• Small Business Owners