Canadian Government Executive - Volume 27 - Issue 02

March/April 2021 // Canadian Government Executive / 21 MILLENNIAL OUTLOOK BY KHADEJA ELSIBAI MASTERING THE ART OF REMOTE MANAGEMENT Do you want to access talent everywhere, or just in specific markets? If the answer is everywhere, you need to be at least open to the possibility of remote work — it opens doors to attracting and retaining talent. — Katie Burke, Chief People Officer, Hubspot A Statistics Canada study reports that approximately 79 per cent of Can- ada’s public servants were work- ing remotely in the early weeks of the COVID-19 pandemic compared to 7 per cent prior to February 2020. Throughout the pandemic, the public service demonstrated that services can be delivered effectively while operating largely remotely, that tele- work does not hinder productivity, and that rapid transformations are possible. The shift in work arrangements has triggered a change in attitude vis-à-vis remote working. Offering flexible work arrangements, such as teleworking or working in a satellite office, allows employees to have a say in where and how they work and enables employers to ex- pand recruitment beyond specific geograph- ic areas. This is central to hiring and retain- ing top talent, facilitating work-life balance, and ensuring the public service remains an employer of choice. Statistics Canada’s 2019 Labour Force Survey estimates that 58 per cent of Can- ada’s public service jobs can be performed through teleworking. In June 2020, Federal Minister Yves Duclos stated in a press con- ference that there will be more teleworking in the post-pandemic era compared to before the pandemic. As with any lifestyle or work arrangement, remote work can have disadvantages too. A 2019 survey conducted by Buffer found that loneliness, collaboration, and unplugging are the most common downsides to remote work. Public sector leaders need to leverage a particular skill set to effectively manage re- mote teams. Trust is a must 1 Share your own feelings and experiences during one-on-one conversations. There is more to an individual than their profes- sional demeanour. Employees ought to feel that their emotions matter, that they can open up to their leader, and that their leader can relate to their experiences. 2 Maintain open, ongoing communications. Gossip, which may compensate for any lack of communication to teams located in one workspace, is significantly reduced when team members operate out of different work- spaces. Checking in frequently and main- taining open communications enables staff needs assessment and can ensure that staff remain informed, supported, and connect- ed to the organization. This cultivates trust among team members and can help leaders avoid falling into micro-management. 3 Allow team members to establish stan- dards and routines. Standards for re- sponse times to communications and for the frequency of meetings should be estab- lished, and team members should deter- mine whether to designate certain hours for collaborative tasks. This empowers employ- ees and can help them maintain work-life balance. Employees ought to feel that their time is respected and that any unavailability will not be perceived as slacking. 4 Create occasions for casual communi- cation and socializing, and integrate them into core business activities. Team bonding is fundamental to building cohe- sive teams. Opportunities for interpersonal interactions are significantly reduced when team members are working out of different workspaces. Leaders ought to invest time in team-building to reduce any feelings of loneliness and foster inclusivity and trust. 5 Leverage video conferencing technolo- gy, and standardize its use during team- work. People need to put a face, and person- ality, to a name. Video technology facilitates the communication of body language and allows for greater connectivity and richer communications. Psychologists estimate that at least 55 per cent of communication is conducted through non-verbal cues. Remote work is the future Significant investments in information technology (IT) infrastructure happened during COVID-19 to facilitate remote work. Federal government teleconferenc- ing capacity was expanded by three times the pre-pandemic capacity, and the number of secured network connections doubled within three months of the start of the CO- VID-19 lock-down. Organizations should assess their need for IT infrastructure, digi- tal collaboration tools, and office space for the post-pandemic era to be able to allocate resources strategically and maintain pro- ductivity. Public sector organizations need to em- brace the culture shift generated by operat- ing remotely during COVID-19. They need to integrate the lessons learned during the pandemic and the realities of remote work in all corporate strategies and policies, from onboarding to performance management to professional development. The public service can win it all: flexible work arrangements; productive, empowered public servants; and inclusive, innovative organizations. Khadeja Elsibai is a federal public servant and candidate for the Master of Public Policy, Adminis- tration and Law at York University. (khadooj.elsibai@gmail.com)