Virtual Team Management: Understanding the Contracts, Legal Mandates and Managerial Viewpoints
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| Virtual Team Management |
OVERVIEW
More and more organizations are “going
virtual,” whether it is an employee who telecommutes, a team of workers in
another country, or simply an employee who extends her or his workday by
checking e-mail or downloading a document from Dropbox that connects to their
phone, iPad, or home computer. Approximately 80% of U. S. workers continue to
do business remotely after normal work hours. More and more organizations are
incorporating telecommuting and other forms of virtual work into their
workforce with great success and reduction in costs.
Managing remote employees requires a
management mindset change that differs from managing on-site workers.
Examining, planning, and implementing legal and contractual issues are not
always considered in the same way when managing on-site workers. Failure to
address these perspectives is at the organization’s and management’s peril.
For example,
- what technological and management
strategies should you incorporate to protect your interests?
- What, if any, contract should be
created for your remote teams?
- Who pays the home office electric
bill for a telecommuter?
- Are there additional challenges
for the non-exempt worker?
The virtual workplace is a reality that is
expanding and influencing how organizations do their work. The new virtual work
environment offers exciting opportunities as well as challenges to avoid
liability. Implementing prevention strategies to minimize liability includes
designing and developing “virtual” policies, strengthening virtual leadership
and training managers and employees who will be engaged in the virtual
environment.
WHY
SHOULD YOU ATTEND
Accomplishing work in the new millennium has
become synonymous with Virtual Leadership. The current competitive business
environment and the changing nature of work and the workforce requires
effective leadership that spans the boundaries of time and space to help
employees to work together — apart.
Leadership of virtual teams is not the same as
leadership of face-to-face, co-located teams. Leading remote teams is more
difficult; it requires a dynamic interaction between technological systems and
human systems that the virtual leader has to address and balance for work to be
accomplished.
AREAS COVERED
- To list 4 essentials for virtual
teamwork
- To identify best characteristics
of remote teams
- To discuss tools & techniques
to facilitate “working together apart” in virtual environment
- To identify the tips for effective
virtual meetings
- To discuss importance of virtual
contracts
- To determine the best data
security
LEARNING OBJECTIVES
- To identify the remote/virtual
employees
- To list recommended elements of a
virtual team contract
- To explore steps to avoid
discrimination claims
- To describe wage and hour
obligations for virtual employees
- To discuss ergonomics for the
telecommuter, along with health risks, and virtual workplace injuries
- To define essential competencies
of virtual leadership
WHO WILL BENEFIT
- Team Leaders
- Supervisors
- Middle Managers
- Administrators
- Directors
- Senior Leaders
- Human Resources Professionals
- HR Generalists
- HR Managers
- Risk Managers
- Attorneys
- Any Manager of a telecommuter or
virtual employee/team
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Fax: +1-888-909-1882
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