The new coronavirus has disrupted small businesses across the country, and many managers find themselves overseeing a remote workforce for the first time in their careers. Supervisors who no longer go to the workplace every day may have more free time than usual, and they certainly have fewer face-to-face interactions with the people they supervise.
To feel they’re maintaining control of employee productivity, it may be tempting to start weighing in on their direct reports’ day-to-day work. But micromanaging can put added pressure on team members who already may be experiencing higher-than-normal levels of stress. Work product and morale will suffer.
Employees who are new to telework arrangements are more likely to thrive when they know their superiors trust them. Good managers are flexible. They grant their teams appropriate autonomy while still providing the resources – including feedback and productive direction – employees need to do their jobs. This management style is a formula for success under any circumstances, but especially when workers are coping with unprecedented changes in virtually every aspect of their lives.
If they feel overly measured or monitored, employees may resent managers for not allowing them the flexibility necessary to handle personal obligations and adjust to telework arrangements. Too much oversight invites disengaged employees and diminished productivity.
Remote work policies can help everyone transition successfully to working from home. Employers should design these policies around outcomes rather than processes, because what work gets done is now more important than how work gets done. Updated or newly created policies should outline the new norms for remotely working together.
Using flexibility as a guiding theme, written remote work policies should cover these core elements:
Besides being flexible, managers should make an effort to relate with their subordinates on a human level. Supervisors should express empathy and offer any support they can as their employees adapt to a new way of working. Employees who feel valued experience greater job satisfaction, and they reward employers with higher productivity and loyalty, whether or not there’s a pandemic and no matter where they work.
Written by
Jeanette Coleman, SPHR, SHRM-SCP, is the Director of Human Resources at Axcet HR Solutions, where she has contributed her expertise for over 21 years.
As a leader in the HR industry, she holds advanced certifications as a Senior Professional in Human Resources (SPHR) and SHRM-Senior Certified Professional (SHRM-SCP). Jeanette oversees HR strategy and operations, ensuring Axcet delivers exceptional HR services that help small and mid-sized businesses stay compliant and grow.
With a Master’s degree in Human Resource Management from Keller Graduate School and a Bachelor of Science in Business Administration from Kansas State University, Jeanette is well-equipped to lead and support clients in navigating complex HR challenges.
Throughout her 15-year tenure as Director of Human Resources, she has been instrumental in positioning Axcet as the Midwest’s largest and premier Professional Employer Organization (PEO). Her previous roles at Axcet include Director of Employee Benefits and Senior HR Consultant, where she gained extensive experience in HR outsourcing, payroll administration, and employee risk management.
Jeanette’s leadership reflects her deep commitment to helping businesses thrive through strategic, compliance-driven HR solutions. Through her writing, she shares insights on HR strategy, compliance, and best practices to help employers confidently manage their workforce.
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