5 ideas for cultivating trust in your remote workforce

For employers who haven’t previously supported remote working, and especially not en masse, this unchartered territory has brought several challenges and obstacles. One of which pertains to trust.

That said, the remote revolution that we’ve now found ourselves in has highlighted several benefits for both organisations and their people, making it likely that requests for remote working will only increase in future.

We explore 5 ways in which HR and team leaders can help to build a culture of high trust as we move into a new working world, and the importance of this when it comes to strengthening the employer-employee relationship.

 

1. Communicate regularly

Communication is one of the biggest drivers to organisational success and it’s hard to overstate the importance of this being a two-way street. By keeping the lines of communication open at all times and involving your remote workers in decisions, this can help to build a sense of mutual trust and respect where employees feel that they are valued. There are numerous ways in which to achieve this too. Consider updating your workforce through bulletins using your HR software, on physical noticeboards or via internal newsletters. On a team level, you could also look to facilitate virtual daily stand-ups to touch base and ensure everyone is on track, whilst using chat tools such as Microsoft Teams to keep your workforce connected throughout the day.

 

2. Encourage autonomy

Whilst many team leaders may consider it prudent to take a ‘big brother’ approach to ensure deadlines are continually met, this type of micromanagement can have devastating effects on productivity and morale, particularly in a remote setting. HR should encourage managers to focus on the factors that truly provide value, such as employee performance and communication, rather than simply ‘time spent online’. That’s not to say activity tracking tools don’t have a legitimate place to look at productivity patterns when goal setting, though for this to work effectively, managers and their team should take a collaborative approach. Ultimately, increased automation breeds trust, which in turn allows for greater responsibility and makes it far easier for managers to delegate as your business grows.

 

3. Foster interpersonal relationships

Not only do we all lead lives outside of work but also our wellbeing is paramount. By tapping into this through virtual interactions, team leaders can seek to build rapport with their employees resulting in lasting, positive relationships. Rather than diving straight into the day’s activity, managers should enquire as to how staff are doing and invest time in enabling non-work communication to take place, where staff have the opportunity to socialise and give more personal updates about themselves and their interests if they feel comfortable doing so. The quality of the relationships between team members can make all the difference between targets being simply reached and targets being exceeded, whilst also heightening feelings of morale and belonging.

 

4. Uphold transparency

It goes without saying that the more you share with your employees, the more faith they will have in your organisation. Not only does transparency and openness lead to increased engagement but it can also motivate your staff to perform to a higher standard when they understand the common goals and values. With every big or small decision, be consistent with transparency and act with authenticity so that your workforce can follow your lead. This may include being prepared to answer tough questions and being upfront even when the news isn’t so favourable; as well as responding to employees’ queries and concerns promptly. With a ‘no holds barred’ approach, you’ll stand a far greater chance of unifying your workforce, further illustrating that you understand the importance of transparency with your employees.

 

5. Set clear expectations

A lack of clear expectations will only undermine your efforts to boost engagement, relationships and teamwork. Typically, expectations fall into two camps – performance and behavioural – and can have a major role in providing direction, aligning values and settling any miscommunication or disputes. Managers should form a definitive picture of what their teams’ roles should entail in any given period - be it daily, weekly or monthly - and communicate this clearly. These expectations should be realistic and set in a way that challenges employees to stretch themselves, without causing burnout. Plus, by making goal setting a two-way exercise, where staff are encouraged to share their own expectations and feedback, this will ensure that a high level of trust and mutual respect prevails.

 

 

Trust is not a given and can understandably present challenges when managing workers that you don’t physically see every day. Hopefully, you’ve been able to gain some pointers on how HR and team leaders can build trust with a remote workforce, developing positive relationships and ultimately enabling your organisation to succeed amid these new ways of working.

For more HR ideas as we prepare for the ‘new normal’ following Covid-19, visit our HR Transformation Hub.