在一片文章中看到怎样管理那些并不在一个地方办公的员工,再联想到我的老板对的做法和这些方法是一毛一样,觉得是被套路的。
Do
- Get to know your remote reports on a personal level by reserving a few minutes during meetings and calls for casual workplace conversations
- Establish a schedule of communication both between you and your remote employee and - between the remote employee and the rest of the team
- Use video technology to spark spontaneous interactions among your team members
- 在会议和通话中预留几分钟时间进行非正式的对话,通过这种方式了解你的远程员工。
- 在你和你远程员工间建立起固定的交流,并且也要建立起你们和团队其他成员间的交流。
- 使用视频等工具激励团队成员之间的互动。
Don't
- Evaluate the job performance of remote workers differently from the way you assess co-located colleagues — apply the same metrics across your team
- Worry too much about setting up constant in-person meetings with your remote workers — predictable visits are more important than frequent ones
- Forget to acknowledge the work of remote workers so their efforts don’t go unnoticed
- 避免评估远程员工工作绩效的方式与当地的员工不同,应该在整个团队内实用相同的评估方式
- 不要担心建立与远程员工之间直接的会议,可预见的拜访比经常拜访更重要
- 不要忘记肯定远程员工工作中的努力,他们会觉得被忽视
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