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Fedrigoni smart working

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Slack and Hybrid work
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Fedrigoni smart working

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The current emergency has forced us to live with remote working and to develop best practices and guidelines.
We believe that knowing useful tricks and tips for working like this will be increasingly important in the future. What sorts of things do we need to look out for? Are there any tricks for making remote working better?
 
The following are some of the lessons we have learned over these last few months.

Happy reading!

The current emergency has forced us to live with remote working and to develop best practices and guidelines.
We believe that knowing useful tricks and tips for working like this will be increasingly important in the future. What sorts of things do we need to look out for? Are there any tricks for making remote working better?
 
The following are some of the lessons we have learned over these last few months.

Happy reading!

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Fedrigoni smart working

  1. 1. Remote Working Primer April 2020
  2. 2. As COVID-19 continues to spread around the world, many companies are taking actions to support efforts to curtail the spread, including shifting to remote-working models This document is intended to serve as a briefing on launching a remote working model, showing: • Key success factors to manage teams and project-work effectively while remote • Ideas to build a remote team culture and keep team members engaged We realize every situation is different. It is important to build the right work and teaming models that are consistent with your organization Purpose of this document
  3. 3. Titolo slide Sottotitolo slide Remote working best practices
  4. 4. Experience shows a handful of practices support successful remote teaming and delivery • Clarify expectations for remote work model • Create a productive work environment • Establish processes for monitoring work planning, productivity, and deliverables • Explicitly define the team collaboration model • Ensure easy access to information across teams, departments, and consultants • Mimic in-office interactions while remote to maintain cohesiveness and morale • Create virtual social intimacy Construct Communicate Connect 1 2 3
  5. 5. Clarify expectations for remote work model to maximize effectiveness Establish technology norms • Video expectations: required (unless in transit) • Audio preferences: laptop or phone? mute when quiet? • Screen sharing vs. not • Live “team room”–all day video, outside of meetings • Role of chat/IM during meetings Establish a working space & norms • Ensure security of workspace (e.g., shared space ok?) • Communicate plans to manage home obligations, including childcare, eldercare, and pets • Seek outside support and, if limited, leaders and staff work together to balance business and personal needs (off-hour work, time-shifted schedules, etc.) • Dress-code, if applicable Establish team working norms • Working hours and breaks • Expectations about responsiveness (e.g., email responded within X time, if urgent–SMS) • Mechanism to provide feedback Construct
  6. 6. Construct Create a productive work environment Create a new routine • Boundaries between work and life become blurry when working remote • Get up, get ready, and get going as if you were preparing for a normal day in the office Establish a working space • Ideally this is a place you don't go to relax, like your bedroom or sofa • It should also be a place that other members of your household know is designated for work Build in breaks • When we work in an office, we walk to get food, chat with our coworkers, go out for coffee, and get up from our desks • It is easy to burn out if you don't remind yourself to take breaks or get up to move around
  7. 7. Construct Establish processes for work planning, productivity and deliverables and explicitly define collaboration models Team leadership • Increase touchpoints with key team members and stakeholders – Ensure strong verbal feedback loop during projects – Maintain relationship discussions, leveraging video or phone • Schedule working team touchpoints & participate – Compensate for loss of ad-hoc interactions from co-location – Show that you are still close to delivery team • Agree on what “urgent” means • Set standards for typical iterations, e.g. feedback shared in shared folder, sent ‘X’ time ahead of meeting • Use “golden hour” if working with different time zones (optimal meeting time when team not co-located) • Set clear expectations – When working remote, do not leave things open to interpretation – Align on expectations-What is the deliverable? When is it due? Who owns it? Direct team and/or consultants • Full team daily (virtual) stand-ups, consider check-in and check-out discussions/emails with managers/counterparts • Set clear deadlines & stick to them (discuss proactively if anything were to change)
  8. 8. Share key takeaways with team after each meeting • Leverage multiple mediums (prioritize timely sharing vs. over-detailed) When in doubt, over-communicate • On progress, deliverables, inspiring content – To build trust & reassure team that everybody continues to work productively • Use clear & specific language Leverage cloud-based file sharing tools, like Egnyte or OneDrive, to ensure rapid access to latest information • Created shared folders that all can access for real-time information • Minimize version control issues via tracking/ability to roll-back • Use ‘share link’ to share large files for easy collaboration Communicate Ensure easy access to information across teams & organizations
  9. 9. Encourage “virtual water cooler” communication, e.g.: • Without “water cooler” conversations, it can be hard to connect with one another • Add buffer before/after meetings to allow for informal relationship building and information sharing opportunities Promote spontaneous & positive interactions across team • Celebrate team milestones, personal accomplishments, etc. • Utilize best culture carriers to be accountable for driving team unity and motivation • Promote spontaneous interaction (check-in calls, eating ‘together') Create a new routine & provide updates • Boundaries between work and life become blurry when remote • Get up, get ready, and get going as if you were going to the office • Push conversations into the team channel on chat applications – This increases visibility to work that is occurring • Over-communicate on progress made and deliverables underway • Protect ability to disconnect and ‘go home’ vs. always at ‘office' Connect Mimic in-office interactions to maintain cohesiveness and morale
  10. 10. Create virtual social intimacy Connect • Share fun facts about each other • What did your kids do today? • How you are spending your commuting time? • Contest for best fake background for everyone’s video home office • Schedule virtual team dinners • Pair people off for scheduled daily getting-to-know-you meetings Virtual social intimacy should be created… during virtual meetings between virtual meetings 1. Actively drive it – don't assume it will come automatically 2. Make it a routine – create time for it every meeting 3. Hold people accountable for doing it Three principles to successfully create social intimacy
  11. 11. Various Meetings Morning Stand-Up Team Content Discussion Evening Check-Out Lunch break team uplift Various meetings • Team discusses objectives for the day in a 15-30 minute meeting • Leverage digital tools to facilitate the conversation • Team breaks into various meetings with workstreams and project teams • Meetings occur over video conference • Individuals get lunch/recharge • Someone on team appointed to: – Provide a fun uplift (e.g., best Spotify playlist, WFH photo) – Share a tip or remote working best practice • Time designated to review content, deliverables, and path forward with full team • Team breaks into various meetings with workstreams and project teams • Meetings occur over video conference • Team discusses objectives for the evening and any remaining action items • Leverage digital tools to facilitate the conversation Sample day for remote team EXAMPLE The process should be fluid–experiment, adapt, and shift operating models as needed
  12. 12. Titolo slide Sottotitolo slide Interactive exercises to build a virtual team culture
  13. 13. Introduce interactive activities for team building Desk photo contest Purpose: get to know your team mates better Ask team members to snap a photo of their desk and share it with the team. Get the person to post the photo on a Slack channel together with a short story about an accessory on their desk Not only will it encourage you to clear it of clutter, it also helps other team members to visualize your work environment, which increases trust and is a simple way to make us feel closer while we're not able to physically be together.
  14. 14. Introduce interactive activities for team building Virtual treasure hunt Purpose: create a sense of camaraderie and get to know your team members like never before! Create a virtual treasure hunt using GooseChase. The team needs to follow the instructions to receive the allotted points Sometimes they’ll be submitting a photo or video, while other times they’ll be solving a puzzle or riddle
  15. 15. Introduce interactive activities for team building Reply all Purpose: get to know team members through an interactive icebreaker No tools needed, could be done on Slack or Outlook Before a virtual meeting send team members a question (or list of questions) and have them select “Reply All” when answering, team members can then explain their choices on the meeting Example questions can be “If you could visit anywhere in the world where would you go?", “Who would you have dinner with, either living or dead?” or “What is the best place you have ever travelled?”
  16. 16. Titolo slide Sottotitolo slide

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