Telecommuting Guide Produced by:
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All information in this book is correct as of June 2021. All rights reserved. No part of these contents may be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems without permission in writing from the publisher. Contents
1 Introduction 19 Engage • Why this Telecommuting Guide? 1 • Keys to Keep a Hybrid Workforce Engaged 19 • How the Guide is Structured 2 • Organisation Considerations 21 • Terminology 2 • Manager Considerations 24 • The Organisation Case for Telecommuting - • Team Considerations 25 Maximising the Benefits and Reducing the Risks 3 • Employee/Individual Considerations 26
6 Plan 28 Perform • Organisation-level Considerations 6 • Manager Considerations 9 • Telecommunting Policy/Guidelines 10 31 Develop
12 Attract 34 Overcoming the Challenges • Virtual Hiring 12 • Considerations for Successful Virtual Hiring 13 37 Conclusion • Assessing Skills and Abilities Conducive to Successful Virtual Working 14 • Virtual Onboarding 15 39 Company Profiles • Assessing Progress and Feedback on the • Dell Technologies 40 Onboarding Process 18 • Foo Kon Tan 42 • Rajah & Tann 44 • SAP Asia Pte Ltd 46 • Singtel 48 • Toshiba Asia Pacific Pte Ltd 50 Introduction
WHY THIS TELECOMMUTING GUIDE?
remote working issues, for example, those related to managing time zone differences or geographically dispersed teams.
This Guide focuses on employers who provide ‘hybrid’ or ‘blended’ work arrangements where employees have the option to work virtually or at an office/shared workplace. Recent projections of future employer practices indicate that many employers will continue to offer their employees the This Telecommuting Guide was developed to In this Guide, we aim to share important flexibility to telecommute during the work encourage and support Singapore employers considerations and best practices, combined week, in an arrangement that works best for in the implementation of a sustainable with learnings and examples from Singapore- the employee and team. This means that, at telecommuting arrangement as an option based employers who have had success with any given time, a team could have colleagues that meets both the organisational and telecommuting as a part of their overall who are co-located as well as others who are operational needs of the employer, as well as people strategy and/or in their response working virtually, requiring teams to adopt the personal, professional, and lifestyle needs to the Covid-19 crisis. It is intended for practices that best ensure that all team of employees. The Guide is developed for Singapore-based employers and assumes members – regardless of their work location – Human Resources (HR) Leaders or individuals that employees are physically located in feel included and can contribute fully. responsible for the HR function of the Singapore. It does not address certain organisation.
1 TAFEP Telecommuting Guide Introduction We recognise that many employers may HOW THE GUIDE For this Guide, we will use the following terms: have a proportion of their employees IS STRUCTURED who are in positions that require them to • Telecommuting/Working virtually spend much or all their work time on-site The structure of this Guide is based on five A work arrangement in which an employee (e.g., manufacturing) or in the field (e.g., stages of the employee lifecycle reflected in performs his/her work via the internet from product installation and service). While the Singapore Institute for Human Resource outside of an office setting, whether from telecommuting may not be a workable option Professionals (IHRP) Body of Competencies. home or another location. for certain roles, we hope that employers will The five stages are: Plan, Attract, Develop, continue to explore flexible work options with Engage, and Separate (PADES). A ‘Perform’ • Hybrid workplace the goal of enabling employees to effectively section was also added under ‘Develop’ that A workplace that combines virtual and manage their work and life responsibilities, focuses on performance management. office work. Some employees may work in through decisions based on a more thorough the office and others telecommute/work understanding of the evolving options, trade- virtually at any given time. Employees offs, and best practices including those found TERMINOLOGY have access to a shared office/workspace in this Guide. and may be able to telecommute on a There are many different terms used to regular schedule (e.g., 2-3 days/week), or as describe work arrangements that take place needed. outside of a traditional office/workplace including telecommuting, working virtually • Working remotely or remotely, flexi-place, and working-from- A work arrangement in which an employee’s home. default work location is outside of a shared office space, whether at home or another location. Remote employees are typically managed entirely over the internet, with opportunities to meet in-person being an exception. If the organisation has an office/ shared workspace, the employee may still go to the office as needed.
2 TAFEP Telecommuting Guide Introduction THE ORGANISATION CASE FOR TELECOMMUTING – MAXIMISING THE BENEFITS AND REDUCING THE RISKS
Several notable employment trends support • With the push for digital transformation, remote working and overall employee the increase in telecommuting arrangements options for telecommuting have expanded health: in Singapore. significantly as improvements in – 86% of employees think remote technology, cloud computing and virtual working would reduce their stress. • There has been a significant increase communication applications allow more [Work-Life-Relationship survey] both in employer and employee exposure organisations to digitise entire segments to telecommuting as a result of work- of their service offerings and operations, – 90% of employees say allowing more from-home requirements in response and to have access to convenient, flexible work arrangements and to Covid-19, and telecommuting dependable, secure applications and schedules would increase employee arrangements have been successful for internet access. morale. [Flexjobs] both employers and employees. According to a recent report by RGF International • The Singapore workforce is becoming – 50% of remote employees reduced their Recruiting, Talent in Asia 2020 Singapore, increasingly tech-savvy and are placing sick days, and 56% said it reduced their 61% of Singapore employers surveyed greater value on enhancing work- absences. [Indeed] were planning to maintain flexible work life harmony through flexible work arrangements beyond the pandemic.i In arrangements. • Singapore employers are increasingly a recent study by The Straits Times based adapting to new business realities and on a survey of 1,800 people in Singapore, • Workplace studies done prior to Covid-19 exploring more digital ways of working. eight out of 10 employees say they prefer found that a lack of workplace flexibility This includes moving elements of their to work from home or have flexible negatively impacts employee productivity, business from what had been in-person working arrangements.ii health and wellness, and retention.iii and on-site to on-line and virtual, as well Employee surveys report a positive as restructuring jobs to enable work to be relationship between telecommuting/ performed from anywhere.
3 TAFEP Telecommuting Guide Introduction For the EMPLOYER
Risks/Challenges Telecommuting and remote working are Benefits/Advantages not new practices and there is meaningful Increases the employer’s ability to attract and Decreases feelings of employee connection with research and significant experience to guide retain talent by providing employees with the organisation/team, workplace culture, and employers and employees on how best to greater flexibility, autonomy, and independence. leadership visibility/contact. maximise the benefits of telecommuting while reducing the risks. A review of current Increases employee control of their work Increases distractions and reduces productivity environment while removing many office if employees do not have access to a dedicated, telecommuting literature and virtual working distractions. quiet work area and/or have significant personal practices found that the most frequently distractions in their work area (e.g., children, noted advantages and challenges include: pets, roommates).
Reduces employee commuting cost, time, and Increases the chance that employees may miss stress which can lead to increased employee out on important business context, connections, satisfaction and productivity, improved and project information. employee health, and reduced sick leave and absenteeism.
Reduces overhead costs including renting Requires access to appropriate technology, physical office space, utilities, and supplies. secure systems access, reliable internet service, and timely technical support.
Supports disaster recovery and business Reduces interactions with colleagues outside continuity planning by enabling telecommuting of their team/function which can increase silos employees to work under unusual circumstances between functions and reduce collaboration and like natural disasters or health emergencies (e.g., cross-functional connections. Covid-19).
Promotes corporate social responsibility by Increases risk of systems and information reducing traffic and infrastructure demands, security breaches if proper procedures/ rush-hour congestion on public transportation, protections are not in place or employees do not and related environmental costs. use/follow them fully.
4 TAFEP Telecommuting Guide Introduction For the EMPLOYEE
Benefits/Advantages Risks/Challenges
Provides greater scheduling flexibility to meet Increases risk of employee burnout if employees both work and personal obligations. find it difficult to set clear boundaries between work and personal time commitments or practice regular self-care.
Improves health through reduced stress, Causes fatigue and eye strain if periodic breaks improved diet, and exercise. are not taken from the constant viewing of screens and recurring virtual meetings.
Allows saved commuting time to be used for Decreases personal, informal interactions other personal activities (e.g., family, exercise, with managers and co-employees. Lessens and community activities). opportunities for spontaneous, organic work/ social connections with colleagues that can help to strengthen relationships and shared experiences/learning.
Reduces costs of commute and eating out. Requires demonstrating personal motivation and discipline when working virtually.
Increases employee productivity due to fewer Increases risk of feelings of isolation and lower office distractions. morale as opportunities for bonding and social interaction are curtailed.
Increases employee pride and sense of social Increases risk of physical health issues over time responsibility due to the community and (e.g., chronic pain, repetitive motion injuries) if environmental benefits related to a reduced not able to create an ergonomic workspace and commute. have access to appropriate equipment.
5 TAFEP Telecommuting Guide Introduction Plan
What are the factors that employers Workforce Strategy should plan for as they consider and Employer Branding the extent to which they will offer telecommuting in their • How does working virtually positively organisation? impact our organisation, customers and employees? What are the potential ORGANISATION-LEVEL challenges? CONSIDERATIONS • How might we change the way we Active and vocal support by an organisation’s work and/or adapt the roles within senior leadership is critical for its our organisation to enable/expand telecommuting programme to be effective. telecommuting arrangements? In planning for telecommuting, there is a range of questions that organisations should • How might an increase in telecommuting consider. enable other organisational strategies/ initiatives (e.g., digital transformation and moving to a paperless work environment)?
• In light of these considerations, to what degree do we want to offer telecommuting options to some or all our employees?
6 TAFEP Telecommuting Guide Plan Organisation Culture
The Society for Human Resources Management defines organisation culture as “the shared beliefs and values established by the Organisation that shape employee perceptions, behaviours, and understanding. The culture should set the same standards and expectations for all employees, regardless of where or how they work”.iv
Many organisations have been very intentional about articulating their cultures, While policies and systems can be updated • How does our workplace culture need from their mission and values to their to support telecommuting, there also needs to evolve to support hybrid work expected behaviours and ways of working. In to be a clear and deliberate articulation of arrangements? situations where all employees are co-located the desired work culture that can include in an office, workplace culture can be shared and align all employees, regardless of • What deliberate steps can managers and reinforced in many ways from senior organisation level, role, or work location. and staff take to sustain our workplace leaders modelling desired behaviours during A McKinsey report on the post-pandemic culture, or adapt it, so that it continues in-person interactions to placing posters in workforce highlights the risk in a hybrid to be experienced by and reinforced for the lobby and meeting rooms that reinforce workplace where two cultures may emerge all employees regardless of their work company values. between those who work remotely and those location? who work on-site. “The sense of belonging, Creating a shared workplace culture for all common purpose, and shared identity that employees, including those working virtually, inspires all of us to do our best work gets lost. is not simply a straightforward translation of Organisational performance deteriorates office-based work processes to virtual ones. accordingly.” iiv
7 TAFEP Telecommuting Guide Plan Information Technology, These include providing virtual employees Procurement, and Business with access to: Operations Support • Technology/equipment (e.g., laptop/ The organisation needs to consider the workstation, monitor, headset). impact of telecommuting on its support functions, including business operations, IT, • Reliable, secure internet access and high- and procurement. speed connectivity.
• How can we ensure that telecommuters • Dependable on-line technical support. have the IT infrastructure, hardware, security, and technical support needed • Secure document storage and sharing (e.g., to work remotely as productively as they using cloud-based, dedicated servers). would in the office? • A remote desktop environment, including Successful telecommuting requires access to all standard work applications. employees to be provided with access to appropriate tools, technology, and • Access to team communication and information, as well as ways to stay collaboration tools including instant connected with the company and their messaging, videoconferencing and project colleagues. management platforms.
On-line resource guides, training modules, and virtual technical support should also be provided to ensure that the tools provided are used effectively and that issues can be reported and resolved quickly.
8 TAFEP Telecommuting Guide Plan MANAGER CONSIDERATIONS
Generally, employees who telecommute and these can depend on the frequency and • Has the employee demonstrated the should be managed the same way as on-site extent of the telecommuting arrangements. self-motivation and discipline to work employees. Telecommuters are not doing In planning for telecommuting, a manager effectively virtually? different work; they are doing the same work should consider the potential impact based on in a different location. the role, employee, and team: • Are there necessary constraints (e.g., peak times, specific hours/days) that may limit Good management practices remain the same • What job activities can be done with the options for when an employee can regardless of where someone is working. telecommuting? Are there activities that telecommute? Yet there are some important differences cannot be carried out remotely or in a as well, for both managers and employees, virtual environment? • What impact might telecommuting have on team practices/performance?
Company Examples - PLAN
Funding Societies, a FinTech start-up with Singtel, a telecommunications company with Foo Kon Tan, a Singapore-based auditing, tax, and 130 employees headquartered in Singapore, approximately 25,000 employees in Singapore, business advisory accounting firm with over 200 permitted employees to work from home as wanted to ensure that all employees could employees, had only a few employees who had needed, but few (~5%) were doing it regularly. access company communications when practiced telecommuting on a one-off basis. With As a smaller company that had a culture of trust working virtually. Many of their employees the onset of circuit breaker, 95% of Foo Kon Tan and camaraderie that measures performance provide technical support at client sites and staff suddenly switched to working from home. based on results and outcomes, they did not see may not be able to access the internet given In preparation, the company held a ‘Telecommute a critical need to have formal telecommuting firewall restrictions. In response, Singtel Day’ to have employees test their IT systems and policies in place. With an increased interest developed software that enabled employees to access and training sessions to familiarise staff with in continuing telecommuting based on the access Singtel’s intranet through their mobile the use of communication platforms and other success of their experience during circuit devices, in addition to laptops/desktops. telecommuting software. IT support was increased to breaker, Funding Societies plans to approach provide timely resolution of technical issues. Leaders telecommuting in a more structured manner, communicated with staff about the objectives and while still providing flexibility. expectations of the telecommuting process.
9 TAFEP Telecommuting Guide Plan TELECOMMUTING POLICY/GUIDELINES
Successful telecommuting and remote work • Will we allow employees or teams to work Expectations for arrangements require building trust in your fully remotely? Is it optional? Who decides? communication, core work organisations. This also includes setting clear What criteria should drive any differences? hours and accessibility standards and expectations of employees through a telecommuting policy and • Will telecommuting agreements be • What are the expectations on the frequency, engaging in an open discussion on expected voluntary or are there cases where mode and timing of communication? This behaviours and work outcomes. An effective telecommuting/remote working may be includes establishing core work hours when telecommuting policy lays out consistent required for certain positions? If so, what all employees must be accessible, as well as and shared expectations and accountabilities are the criteria? expected response times. of employees and supervisors, and outlines communication tools and security measures. • Are there job roles or requirements These telecommuting policies/guidelines that cannot be performed virtually? For should be reviewed by both the supervisor example, some jobs require physical access and employee before starting telecommuting to on-site equipment, whereas other to confirm expectations and address any roles are more location-flexible. Other questions. jobs have elements of both – they require on-site availability on some days, but they Following are five areas to consider in your also include duties that can be conducted telecommuting policy: virtually, such as report writing or on-line training. Eligibility
• Will our approach to telecommuting be consistent across the organisation or can it vary by team/function? If it may vary, who decides on specific arrangements?
10 TAFEP Telecommuting Guide Plan Equipment and cybersecurity • What equipment needs to be returned if Right to modify or end and when the telecommuting arrangement the telecommuting • What hardware, applications, and system ends? agreement to meet changing access will the employee require? organisational needs • If the telecommuting arrangement is for • What guidance is needed to ensure data an extended period, what steps should • Is documentation needed to affirm and systems security/protection? the employee take and/or resources are management’s right to modify or terminate available to ensure that the employee has a the telecommuting arrangement on a • What policies and guidance will be put comfortable, ergonomic workspace? temporary or on-going basis as a result of in place to ensure that a telecommuting changing organisation needs? employee maintains a safe work environment, agrees to provide a secure Policy violations location for company-owned equipment and information, and will not use, or allow Managers need to engage employees actively others to use, such equipment for purposes to address instances of non-performance or other than work-related business? abuse in a telecommuting work arrangement. The same expectations, process, and • Will training be needed to familiarise the policies should govern policy violations and employee with needed hardware, security/ performance improvement whether an access, and application(s)? How will it be employee is working in the office or virtually. provided? TAFEP provides a draft Policy for • What actions will be taken if the equipment Telecommuting on their website, along is misused, or security protocols are not with other resources for the successful followed? implementation of telecommuting.vi
11 TAFEP Telecommuting Guide Plan Attract
VIRTUAL HIRING
Providing workplace flexibility by offering are based on merit in adherence with the telecommuting and remote work options can Tripartite Guidelines on Fair and Progressive make an employer more competitive and Employment Practices (TGFEP).vii attractive in the competition for talent. It not only increases the number and diversity of job If the job position is required to be primarily candidates who are attracted to flexible work or fully remote, a virtual job interview can opportunities but helps in retaining existing provide an important opportunity to assess staff by providing greater job flexibility and a candidate’s virtual communication skills autonomy to allow better management of and comfort and gives the candidate a work and life responsibilities. better sense of what it is like to be part of a team that works virtually, in a hybrid work Whether a hiring process is conducted arrangement. If a position does not require virtually or in-person, employers and one to work virtually, employers should employment agencies recruiting on behalf ensure not to disadvantage job candidates if of organisations should always ensure that using virtual interviews.viii their recruitment and selection processes
12 TAFEP Telecommuting Guide Attract CONSIDERATIONS FOR SUCCESSFUL VIRTUAL HIRING
Job Description
The job description should indicate whether the position requires or Job Interview Preparation • Ensure that those who will be conducting provides options for employees to the virtual interviews are prepared/trained telecommute and the frequency of How should employers prepare to conduct them effectively, for example telecommuting. differently for a virtual interview? being comfortable with the use of your virtual meeting platform functionality. • Determine whether all job interviews will be done virtually, or some will be held • If a position is required to be primarily or in-person. Holding at least one interview fully remote, ensure that the interview in the office can provide candidates process assesses the interest and ability with a better sense of the physical work of the candidate to be successful working environment and allow them to meet their virtually. Use targeted interview questions prospective manager and co-workers in to determine whether and how effectively person where possible. the candidate has worked in a virtual or remote situation previously; or if they demonstrate essential traits for successful remote employees (e.g., self-motivation, skilled communication).
13 TAFEP Telecommuting Guide Attract ASSESSING SKILLS AND ABILITIES CONDUCIVE TO SUCCESSFUL VIRTUAL WORKING
If the new hire is required to telecommute, what are the skills employers should look out for, or consider building for remote working employees?
• Comfort in learning and using new applications/technology and presenting effectively in a virtual environment.
• Demonstrating strong written and verbal communication skills. You may want to have candidates demonstrate their writing • A high degree of self-motivation, • Expressed interest in adapting to virtual abilities early in the process by asking organisation, and independence. Invite working for candidates who have not had them to 1) write an ad-hoc response to a the candidates to share examples where extensive experience working virtually. work-related question or situation and/or they have demonstrated initiative and been What type of support and training 2) have them prepare and make a virtual successful (or not) working independently. might the candidate need to build the presentation using your virtual meeting Ask them how they structure their time and skills required to enable successful platform to demonstrate their comfort and organise their work to meet deadlines. telecommuting? effectiveness. • The ability to demonstrate healthy work practices when working virtually. Are they able to set clear boundaries between work and personal time commitments? What self-care actions might they take if they find themselves feeling out of balance?
14 TAFEP Telecommuting Guide Attract VIRTUAL ONBOARDING
The benefits of an effective, virtual What are some notable differences onboarding programme can be critical to in the virtual onboarding process for reinforce that a new hire feels welcome employers/Human Resources? and has made a good decision to join the employer, as well as accelerate their Preparing to Onboard a New engagement and productivity. This is Hire Virtually particularly important when onboarding a new hire who will be primarily • If the new hire will be working virtually, telecommuting, as their opportunities to arrange for hardware, software, systems, experience their new workplace and make internet access, and IT support so that they connections may be more limited than in a have the necessary computer and mobile traditional office setting. The goals of a virtual connections. Many employers arrange to onboarding process are much the same as have hardware (e.g., laptops, headsets) those for in-office with the added technology delivered in advance, including pre-loaded and interpersonal challenges of creating on- software and programmes to facilitate line connections. easy network access and communication. Provide the new hire with the ability to electronically sign and complete onboarding documents in a secure folder designed for sensitive data and HR material, instead of e-mailing and handling printed documents in-person.
15 TAFEP Telecommuting Guide Attract • The new manager should contact the new Activities for the First Week/ hire to welcome them in-person, if possible, Month and provide them with an overview of the onboarding process and focus for Day 1 • Provide an orientation to the and Week 1. Ideally, this includes a visual organisation’s vision, mission, and values, roadmap/checklist that details onboarding and its products and services, and consider steps/actions and provides a schedule of including a welcome video from senior events to include upcoming meetings/ leaders. If the orientation is virtual, provide programmes that they will be attending. If resources that can be easily accessed by the the onboarding will include a mix of virtual new hire. To provide greater flexibility, the On the First Day and on-site activities, then the roadmap employer may want to make part or all of should indicate where the activities will the orientation available on a just-in-time/ A new hire’s first day is an exciting time and take place. as-needed basis. often the start of a steep learning curve. While you want to be careful not to overwhelm your • If the employer has the option, conduct • Have the manager meet with the new hire new hire, several key connections should take the first few days of onboarding at the to begin setting expectations and reviewing place on the first day, especially if they are office/workplace, to provide in-person the organisation’s telecommuting policy being onboarded virtually: opportunities to interact with their and any related expectations. manager, team members and key contacts; • Ensure that the new hire has the necessary as well as set up and provide access to technology, information, and access they the necessary hardware, applications and will need. This includes connecting them systems, and address any issues before with IT support or a knowledgeable team working virtually. In this situation, the member who can assist the new hire in manager should plan to be at the workplace setting up and using new technology/ and arrange to have the buddy, other team applications and help resolve any issues. members, and key contacts do the same, if possible.
16 TAFEP Telecommuting Guide Attract • Arrange for the new hire to attend meetings virtually with other teams that they will be working with to learn about their work and expand their connections/ network.
• Connect the new hire with other new hires to create broader connections across • Have the new hire meet with the • Introduce the new hire to members of the the organisation and build an informal, designated buddy who can begin team via a virtual team meeting so that virtual support network. Whether part orienting them to how things work at team members can welcome the new hire of a new hire orientation programme the organisation, introducing important and introduce themselves. To help align or independent, Human Resources can team practices, helping the new hire to team expectations, have team members coordinate a virtual session for new hires access key information, and familiarising orient the new hire to team norms and to introduce themselves, learn about the them with important technology/tools/ practices for working virtually. To build organisation and share their learnings. platforms that are used. In a hybrid work camaraderie, hold an informal, virtual team Some companies create new hire groups model, this may require additional efforts in get-together where team members can on team chat applications to facilitate coordination and planning. connect over lunch or tea and talk about connections. Others include activities such non-work-related topics. Individual team as virtual scavenger hunts as part of their members may also want to schedule virtual orientation, where new hire teams work meetings with the new hire to talk about together to complete on-boarding activities their work and learn more about each and find specific information about the other. company, its products, and customers.
17 TAFEP Telecommuting Guide Attract Company Examples - VIRTUAL ONBOARDING Even during circuit breaker, Foo Kon Tan continued hiring and adapted its onboarding process to virtually onboard new hires. Laptops and other equipment were sent to new employees’ homes and virtual IT support provided to guide them through the set-up process. Managers connected virtually to provide an orientation to the firm and their work, and to discuss the plan for the new hires’ on-boarding. With the end of circuit breaker, Foo Kon Tan arranged to have new ASSESSING PROGRESS AND GETTING FEEDBACK employees visit the office to provide a sense of the workplace and opportunities for in-person ON THE ONBOARDING PROCESS interactions with their managers and team members. • The manager and/or HR representative with telecommuting/working virtually, for should check-in at regular intervals to example: In the months following the circuit breaker, assess how the new hire is settling in. – Did the new hire have access to Singtel switched to virtual interviewing, hiring, technology and systems to work virtually and onboarding processes. Paperwork was • Be intentional about seeking feedback when/as needed? sent to new hires and employment agreements signed via DocuSign. While the process was from the new hire at fixed times during the – If technical support was needed, was it digitally enabled, as employees are able to virtual onboarding process (e.g., after Week available/helpful? return to the workplace, Singtel plans to have 1, 30, 60, and 90 days) to identify what is – Was there any information about all new hires work at the office/work site for working and what can be improved. This working virtually that was missing or their first three months (coinciding with the information can be used to address any would have been helpful sooner? length of their probationary period). This gaps for the new hire and provide input to – What could have been done better to will provide them with opportunities for in- improve the virtual onboarding experience make their transition to working virtually person interaction with their new supervisor, team members and colleagues to facilitate for future new hires. Ask for specific easier? engagement and accelerate their success. feedback about the new hire’s experience At the end of three months, employees can explore telecommuting options with their supervisors.
18 TAFEP Telecommuting Guide Attract Engage
KEYS TO KEEP A HYBRID WORKFORCE ENGAGED
Organisations can keep remote employees Connection and teams engaged in their work and with each other by focusing on these five C’s: Employees need to feel connected to their organisation, take pride in its mission and Care purpose, and see the direct connection Engaging employees who work virtually of their work to meaningful organisation is a shared responsibility with important Employees want to feel that their leaders, outcomes. They want to feel like a valued considerations for the organisation, manager, managers, and team members authentically and contributing member of the team. team, and individual employee. In-office, care about them as individuals – not simply As the use of digital communication tools in-person work provides many formal and employees. In a hybrid work environment, and collaboration increases, there can be informal opportunities to engage employees, there is an even greater need for leaders a corresponding decrease in feelings of reinforce your workplace culture, and build to recognise and support the variety of connection and an increase in feelings of personal and professional relationships roles and identities of their team members social and professional isolation – a concept and trust. As more employees and teams as they seek greater flexibility in work referred to as ‘virtual distance’.ix As virtual work virtually, they must continue to be arrangements in order to find the harmony distance increases, employees, teams and engaged in their work, feel connected to between work and personal commitments. organisations can experience declines in the organisation, and build strong, trusting trust, engagement, and performance. With relationships with their manager and team more employees working virtually, creating members. What are some ways to create and intentional and spontaneous opportunities reinforce a sense of a workplace community for team and organisation connections for colleagues as hybrid work arrangements become more important. become the norm?
19 TAFEP Telecommuting Guide Engage Camaraderie including identifying situations where and communications that happen it may be best to meet in-person. spontaneously in the office. This could Employees value having formal and informal Collaboration can also be enhanced by include scheduling video coffee breaks opportunities to interact with their peers. In a understanding team members’ work styles for colleagues to talk about a topic of hybrid work environment, deliberate effort and strengthening relationships and trust interest or share a recent fun/meaningful must be made to provide opportunities for through structured and informal team- experience. employees to continue building meaningful building activities. This includes creating relationships with their colleagues, share opportunities for casual connections and • Use videoconferencing platforms and ask and celebrate personal and professional spending unstructured time together.x Teams all participants to have their video turned events/accomplishments, and have fun should explore the use of different digital on to avoid losing real-time, non-verbal together. platforms that support collaboration and be cues that can be such an important part on the lookout for new tools and product of effective communication in building Collaboration upgrades in this growing and evolving space. relationships and trust.
The ability to work with others to generate Communication • Promote equitable conditions between ideas, provide feedback, share experiences, employees working in the office and find solutions and complete projects is critical Whether in-person or virtual, ongoing those working virtually. For example, to building effective teams and successful and meaningful communication is key to information should be shared in a way that organisations. Work that requires high levels establishing an environment of trust and all colleagues have prompt and easy access. of collaboration can be more challenging accountability. This requires an approach that All colleagues may want to attend meetings when done virtually, as the limitations of enables collaboration between colleagues, via a video link, even if in the same room, to digital communication tools can make it provides access to information, and enables create a shared dynamic. harder for employees to be spontaneous, teams to meet business goals jointly. To informally share information, ask questions, sustain effective communication between Engaging employees who work virtually and build on each other’s ideas. Teams that virtual teams: is a shared responsibility with important work together virtually should align their considerations for the organisation, manager, expectations for virtual collaboration, • Be intentional about creating opportunities team, and individual employee. for more organic interpersonal connections
20 TAFEP Telecommuting Guide Engage ORGANISATION CONSIDERATIONS
The organisation has a clear interest launches and change campaigns. To this For example, senior leaders can utilise in keeping telecommuting employees end, organisations can provide regular recorded videos and virtual townhalls that connected to the workplace and making two-way communications in a variety allow those working virtually to see facial virtual work as seamless as it is for those of modalities, from intranet features to expressions and hear voice tones – whether working in the office. This includes: virtual town halls, to provide updates on real-time or recorded. Make a point to build organisational goals and accomplishments in opportunities to get real-time input from • Providing easy access to appropriate and share success stories that reflect the employees via on-line survey tools and chat technology, applications, and information organisation’s culture. boxes. (Refer to PLAN: Information Technology, Procurement, and Business Operations • Creating regular opportunities for senior Support.) leaders to be visible, share information and hear from employees: Make sure • Providing guidelines and practices for that senior leaders remain visible and that effective telecommuting: Ensure that their communications are available to all telecommuters and their managers get off employees and can be accessed virtually. to a good start with guides, documentation, and/or training so that they understand the applicable policies, best practices, and potential issues.
• Reinforcing connections to the organisation: Find virtual ways to reinforce connections to the workplace and culture, from highlighting the organisation’s mission and values to promoting product
21 TAFEP Telecommuting Guide Engage • Preparing managers to support their resources and support employees who will • Connecting employees with virtual virtual employees and teams: Managers telecommute so that they understand best support networks: In addition to an need to understand how they can lead practices and know how to prevent/address employee’s direct manager and team virtual teams and support telecommuting potential difficulties in managing their members, virtual employees can benefit employees. Managers who are not adept at work and relationships with their manager from access to more targeted support building connections with employees in a and team members. (Refer to Employee/ based on their demographics and lifestyle. physical work environment will require even Individual Considerations section) Many organisations utilise Employee more support and encouragement to reach Resource Groups and other professional out and connect with their team members • Providing programmes and policies networks to enhance this connection, for in a virtual work setting. Organisations to support the emotional health and example through virtual groups focused on should orient their managers to understand mental well-being of those working ‘Telecommuting’ or ‘Working Parents’. the important differences that can enhance virtually: Remote working comes with the impact of telecommuting and prepare its challenges including building and • Using pulse surveys to get feedback managers with resources and skills to maintaining work relationships and support from telecommuters and improve your build trust, enhance working relationships, networks, separating one’s work and home programme: Provide easy ways for improve communication and collaboration, responsibilities, and addressing feelings of employees to share timely feedback about and overcome some of the difficulties disconnection and isolation. Organisations their virtual work arrangements via a involved in managing a virtual workforce. need to think about how best to support digital feedback form. Structure feedback (Refer to Manager and Team Considerations employee health and well-being regardless questions to provide information that sections) of where an employee is working, for can be used both to measure programme example by appointing in-house mental success and offer suggestions for • Preparing employees for success wellness champions who are trained and improvement. while telecommuting: Like managers, committed to supporting the well-being telecommuting employees also need to of fellow colleagues or providing access re-think how they work to enable their to online counsellors, mental health success. Organisations should provide professionals and resources through Employee Assistance Programmes.
22 TAFEP Telecommuting Guide Engage Company Examples - ENGAGING A HYBRID WORKFORCE
Dell utilised a variety of approaches to help The SAP leadership team views well-being Foo Kon Tan’s workplace culture is built on maintain connection and build camaraderie as a strategic priority and a core business people-focused leadership that encourages two-way communication and dialogue. in their virtual workplace. Regular townhalls enabler, and this emphasis on mental, Leaders trust employees to do what is were held to share business updates, answer physical, and emotional wellness took on best to ensure that both their personal and questions, and keep staff connected with greater urgency in response to Covid-19. professional needs are met. Employees have company leaders. Weekly update emails Throughout the organisation, there was flexibility in their work hours and the firm does were disseminated by the Corporate awareness that employees were handling not expect employees to respond to e-mails between 7PM and 7AM, or on weekends, unless Communications Team while leaders were multiple responsibilities at home that could there is an urgent exception. reminded to connect with their team members cause unplanned interruptions of their work. virtually on a regular basis. Employees were In addition to SAP’s people survey which runs This foundation enabled Foo Kon Tan’s encouraged to make use of Dell’s wellness three times a year, additional remote work successful transition as 95% of their employees programs consisting of a good mix of webinars, pulse surveys were conducted to listen to switched to work from home during circuit breaker. In line with its leadership philosophy digital platforms, one on one sessions, employees – to understand how they were of a focus on its people, senior leaders trainings and online resources to support them coping and how telecommuting was working were intentional in communicating more in managing work and personal changes. Dell’s for them. In response to employee feedback, frequently as the firm transited to widespread Employee Resource Groups (ERGs) stepped the organisation adjusted its policies in real- telecommuting. They were transparent and open in their communications, acknowledging up to provide supportive, on-line communities time, addressed emerging themes at townhall that working from home was a new for their members as they faced specific sessions, and organised talks by internal and arrangement for everyone, honestly sharing challenges. For example, their Young Parents external experts to provide employees with what they knew and did not, but committed to ERG provided a forum to share resources and knowledge and resources to better cope with regularly adjusting and refining their approach experiences in managing their work and family their challenges. as they learned more. Leaders reinforced that employees would be treated fairly and demands. expressed trust that each would do the right thing for the benefit of everyone.
23 TAFEP Telecommuting Guide Engage MANAGER CONSIDERATIONS
Direct managers/supervisors play the most important role in keeping their team members feeling engaged and supported. Important practices for managers who have employees working virtually include:
• Providing independence and showing trust that an employee will perform responsibly and effectively while working virtually. • Creating effective team dynamics, including • Connecting employee performance with • Ensuring that direct reports have the establishing team norms/agreements for team and organisational success. equipment, resources, and information how team members want to work together they need to be successful. and support each other. • Supporting employee mental health and wellness. This includes encouraging positive • Managing individual and team performance • Holding regular one-on-one check-ins and behaviours like regular breaks, in-person including setting clear performance team meetings. interactions, and taking time off, as well as expectations that focus on outcomes and checking-in with direct reports for signs of deliverables (outputs), not daily activities/ • Showing interest in every employee as burnout, isolation, and potential retention actions (inputs). an individual and respecting their life risks. demands. • Serving as a primary link for communicating • Modelling and reinforcing effective work- and reinforcing organisation updates and • Recognising and celebrating life behaviours, for example avoiding changes. personal/professional milestones and sending/replying to work e-mails and accomplishments. instant messages during non-work hours and taking regular breaks to recharge.
24 TAFEP Telecommuting Guide Engage TEAM CONSIDERATIONS agreements that enable effective teamwork, – Agreement on the type of work including: situations that requires some or all team Depending on the organisation and function, members to come together in-person. some teams may be in situations where part • Aligning expectations or all the team may be working virtually Ensure aligned expectations on • Building camaraderie part- or full-time. A team may not be able the frequency, mode and timing of Be intentional about creating opportunities to rely on the same degree of spontaneous, communication across the team. This to celebrate professional and personal organic, and informal connections that includes: accomplishments, milestones, and happen when employees/team members are – Creating team agreements on when and experiences, and just have fun. This may all co-located. This means that one-on-one why to use specific communication tools include starting weekly team check-ins and team communications and interactions (e.g., e-mail, instant messaging, and with everyone sharing a highlight from must be well-planned and intentional to video conferencing apps) to effectively their weekend, regular team-building create a virtual workplace that engages the manage the priority, type and number of calls involving icebreaker or team contributions of all employees and delivers communications. building activities, and monthly birthday desired results. – Greater use of and access to online celebrations. Team members also look out calendars to indicate availability during for each other’s well-being by checking-in Team effectiveness is based on the strength core hours. and being attuned to changes in mood or of relationships and trust. Relationships are – Fixed times for team meetings/check-ins. behaviour that may indicate a colleague built not only on the work the team does needs additional support. together but also on informal and personal moments that they share. Whether launching a newly formed virtual team or bringing new members onto an existing team, people need the time and opportunities to develop relationships and to create norms and
25 TAFEP Telecommuting Guide Engage EMPLOYEE/INDIVIDUAL • Define boundaries CONSIDERATIONS – Set clear parameters between working hours and personal time. In order to maintain a high level of – Maintain regular hours and dedicated productivity and realise the full benefits – start/end times. both personal and professional – effective – Create routines in your workday and telecommuting requires changing individual week, including regular breaks, time for habits and routines from what employees exercise, etc. may have developed while working in the – Set ground rules with those who share office. While the work may not change, or have access to your virtual workspace, where, when, and how to do the work will. So, from the use of work-related materials/ what actions can telecommuting employees equipment to unplanned interruptions. take to create conditions for greater productivity and success? Consider sharing • Plan your work these tips with your employees. – Set clear goals and deadlines and translate those into daily activities. • Set up an effective workspace – Use a shared calendar to schedule work – Create an ergonomic workspace, activities and to block out focus and including a workstation and lighting that break time. reduces physical or mental strain and – Provide calendar access to colleagues helps you be most productive. and use notifications to make others – Use equipment that will help you work aware when you are on-line and available better, for example, a larger monitor and or not. keyboard or a noise-cancelling headset – Avoid back-to-back meetings. At a with a microphone and mute button. minimum, schedule at least 5-10 minutes – If available, find a work area that between meetings to allow yourself to minimises distractions. reset and take a short break.
26 TAFEP Telecommuting Guide Engage • Practise self-care • Stay connected • Ask for help if needed – Take regular breaks to boost your – Make regular, in-person connections with Employees need to know who they can turn productivity. To prevent eye strain caused your manager and co-workers. to if they need work and personal support – by continuously looking at screens, the – Create opportunities to socialise with including their manager, Human Resources, 20/20/20 rule recommends that every 20 colleagues on non-work-related interests/ and Employee Assistance Programme, if minutes you take 20 seconds to look at topics. available. Depending on the length and something at least 20 feet away (about frequency of virtual work, examples of 6m). Research also recommends that • Break the routine support that employees might need include people are most productive when they If you have the option, go into the office addressing challenges related to setting take regular breaks, and step away from periodically and arrange for in-person time boundaries between work and personal their work area – perhaps combined with with co-workers. Arrange to meet with your time (overworking) or feeling lonely some stretching or a short walk. manager and other colleagues in-person or disconnected from one’s colleagues – Eat healthy foods and at regular times at the office or another location. A big (isolation). and avoid eating at your work area. challenge for telecommuting employees is – Go outside to get some sun, take a walk realising that the onus is on them to stay and get some fresh air. connected, requiring increased efforts to – Take your vacation days at regular send emails, make use of instant messaging intervals to recharge – even if that means or pick up the telephone more frequently. a staycation. – Utilise available wellness resources provided by your organisation or through your Employee Assistance Programme, as well as digital resources available to support mental/emotional wellbeing.
27 TAFEP Telecommuting Guide Engage Perform
Making recognition a priority, including While the principles remain the same as telecommuting employees have more celebrating personal/professional milestones regardless of the work arrangement, these independence and less in-person connection/ and team accomplishments. A desired practices become even more important visibility with their managers and team outcome of telecommuting is that it enhances members. an employee’s overall job performance and satisfaction. Strong job performance requires motivation, alignment, and reinforcement by the organisation, manager, and team. Enabling sustained strong performance includes:
• Setting clear expectations.
• Providing the tools, resources, and training needed to perform one’s job well.
• Trusting employees to do a good job without micromanaging.
• Maintaining open, two-way communication.
• Recognising and rewarding contributions.
28 TAFEP Telecommuting Guide Perform Which areas of your As their direct reports telecommute, people organisation’s performance managers will want to support effective management process need individual and team performance while to be reviewed to ensure minimising any unnecessary differences in fair and effective evaluation how telecommuting employees are managed. of your virtual employees’ This includes: performance? • Setting clear team goals and individual At the organisation level, job performance is performance expectations, with a focus on driven by the creation of broader policies and desired results instead of detailed activities. practices that motivate, align, reinforce and • Designing performance goals and KPIs, reward employee contributions and results. as well as performance assessment and • Recognising effective work behaviours and For those who telecommute, this includes: reward systems to focus on results as individual/team achievements. opposed to factors such as tasks, hours • Preparing and providing managers worked, or facetime in the office. They • Addressing performance issues if there with training/coaching to support the should also incorporate an assessment of is a negative change in performance for performance of employees who work those behaviours that enable team success a telecommuting employee, including virtually. Telecommuting may feel – whether exhibited in-person or virtually. clarifying if the performance issue is related unsettling and require adjustments for to or being negatively impacted by working managers who are used to being co-located • Collecting feedback from all telecommuting virtually/telecommuting. with their team members and accustomed employees to identify any organisational to seeing and interacting with them level challenges that may be impacting throughout the day. their performance, for example in working with onerous processes or outmoded technology, or not feeling adequately connected with the organisation’s mission and culture.
29 TAFEP Telecommuting Guide Perform • Setting clear and consistent expectations individually and share one microphone so on the frequency, mode, and timing of that all team members see and hear the communications. (Refer to ENGAGE: same information. Aligning expectations) • Being flexible and intentional in how the Company Examples - • Defining expectations in project team wants to work together based on the PERFORM management, especially if the team is type of work that is needed. For example, accustomed to providing verbal updates more interactive activities involving team when working together, such as how idea generation and project collaboration Toshiba Asia Pacific Pte Ltd is the regional project work will be coordinated and may best be done in-person, whereas centre of Toshiba group of companies in progress tracked to ensure all team activities like team check-ins and project Southeast Asia and Oceania. members remain up to date. updates may be done virtually.
As its workforce began working virtually, • Be careful to avoid creating a dynamic that • Making recognition a priority, including ‘favours’ those who are working in-person celebrating personal/professional Toshiba recognised that ‘out of sight’ does over those who are working remotely. milestones and team accomplishments. not mean ‘out of mind’. To emphasise the It is easier to miss or overlook recognition important role that managers play in taking For example, meetings that include team opportunities when team members are care of the well-being of their team members, members who are co-located in a meeting working remotely, so it is important anyone with supervisory duties is expected room can create an unintended ‘insider- to include time during regular team to and will be appraised on how well they outsider’ dynamic as comments and visual meetings to have team members share “manage the well-being of subordinates during cues can be shared in the meeting room and recognise accomplishments. Speaking the work-from-home period”. Appraisers were that those on a microphone/video camera with the manager/team members if there may not be able to hear or see. Avoid this are physical conditions, team behaviours provided with a guide on the steps to take by having all team members, even those in or working practices that are negatively when conducting a virtual appraisal session. a room together, log into a virtual meeting impacting an individual’s productivity.
30 TAFEP Telecommuting Guide Perform Develop
The continuous development of knowledge mandated work from home restrictions. Yet, and skills, including reskilling and upskilling, is there remain several challenges to employee critical for organisations to stay competitive development for those working virtually, and respond effectively to changing market including: and customer needs. Employees benefit as they learn and grow professionally and see • A large proportion of employee learning that the organisation is investing in them. A and development happens informally and great amount of professional development organically – by observing and interacting happens on-the-job through in-person with colleagues. Learning opportunities experience, with learning opportunities are often spontaneous and situation- taking many forms – formal and informal, specific and may occur less frequently as structured, and spontaneous. As more the number and frequency of in-person employees telecommute it becomes connections decrease. important to increase their access to virtual learning opportunities and platforms. • Perceptions that working virtually could reduce an employee’s visibility at the office, In the past few years, there have been which in turn may lead to being overlooked significant improvements in online learning for real-time assignments and development technology, accessibility, and content. opportunities. Many training, education, and certification programmes have shifted from live, in- person, and in-classroom to asynchronous and on-line – and this movement accelerated significantly in response to Covid-19 and
31 TAFEP Telecommuting Guide Develop These concerns can be addressed by taking People managers can support the an intentional and considered approach professional development of telecommuting to sustain and enhance development employees and teams by: opportunities for those working virtually. At the organisation level, this can be supported • Creating an appropriate platform for by: employees to discuss development plans (e.g., during one-to-one online check-ins). • Promoting a learning culture that goes beyond simply providing formal, in-person • Enabling direct reports to block out training. Organisation leaders and people dedicated time for development when managers need to actively support, required (e.g., when the employee is reinforce, and model the importance of attending an online course). ongoing learning and development for all employees. This includes replicating • Taking care to assign work and provide ‘informal learning’ opportunities that may learning and developmental opportunities have otherwise taken place during lunch fairly (e.g., not based on an employee’s or over coffee through virtual lunch time physical presence or absence). sharing sessions, for example. • Promoting team learning by creating • Providing access to online learning opportunities to debrief projects, platforms that allow employees to access process experiences, share knowledge professional development libraries and and incorporate learnings. Like virtual resources from anywhere. collaboration, virtual learning requires creating both planned and spontaneous opportunities for team members to connect, whether a formal project debrief or an informal lunch and learn session on a topic of shared interest.
32 TAFEP Telecommuting Guide Develop Telecommuting employees can be proactive in managing their development and better Company Examples - DEVELOP ensure that they remain ‘visible’ to their manager and colleagues by: Dell’s HR team proactively equipped all of their Singtel encourages their employees to • Proactively eliciting feedback on their people managers to lead employees and teams continuously learn, unlearn and relearn and performance from their managers and in a fully remote setting. HR and Learning this did not stop when most employees colleagues, including the strengths they can & Development teams coordinated regular started working virtually because of build on and areas to improve. ‘How-To’ webinars for managers on topics such the circuit breaker measures. As more as “Managing Remote Employees”, “Managing • Creating and maintaining a professional employees switched to work from home, Zoom Fatigue”, and “Managing a Remote development plan with their manager. Team”. A mental health toolkit was distributed Singtel curated courses onto their Curious Platform, Singtel's on-line Learning & • Maintaining an active professional to managers with tips on virtual listening network, in-person and virtual, including skills, guidelines on how to have sensitive Development site, that is available to all contacts from both inside and outside the conversations, and a wellness action plan. employees. They provided online training organisation. modules for their leaders on topics In-depth conversations were held with people including 'Leading Change’ and ‘Leading with • Identifying and utilising online professional managers to help them better understand their development resources. These can include Empathy’, and identified resources that focus leadership styles and approaches, followed by online learning resources provided by their the provision of coaching. Managers were also on mental health and wellness, to better employer, professional conferences, and prepare leaders to support their employees industry events (many of which are free), encouraged to connect with their teams and as well as joining online professional and direct reports on a regular basis to check-in on and teams in working virtually. management communities. their well-being.
33 TAFEP Telecommuting Guide Develop Overcoming the Challenges
Employers in certain industry sectors, They shared some common challenges in Organisations had limited including Consulting, IT Services & Software, supporting employees to work from home, experience managing and Financial Services, have had success including: telecommuting work having employees telecommute on a large arrangements. scale for many years. Employers in sectors The nature of the work for like manufacturing, construction, and oil & many of their jobs did not Limited experience in managing gas, have had more limited experience as the allow for telecommuting. telecommuting employees and teams gave nature of their work requires many of their rise to uncertainty around outcomes and work employees to be on-location. During our Their workforce is composed of two main performance, which impacted take-up rates. interviews, we spoke with several employers groups of employees: i) those whose work from these sectors to better understand their could be done from home (e.g., those in experiences in moving to work from home as management and administrative positions) a result of the circuit breaker. and, ii) employees in positions that required them to be on the worksite (e.g., construction and manufacturing) or at a client’s location (e.g., sales, installation, and servicing). Different work arrangements based on job roles potentially stirred up feelings of unfairness and inequity.
34 TAFEP Telecommuting Guide Overcoming the Challenges Employees could be These initial efforts involved: As these organisations, their leaders, and reluctant to adopt new ways employees gained more confidence and of working. • Providing staff with IT equipment, tools, experience with telecommuting, and the and technical support to enable digital duration of work from home requirements Organisations experienced challenges in access. was extended, these companies enhanced getting employees to adopt new technology their telecommuting practices and provided and business process changes. In one • Purchasing and implementing new online additional support to managers and example, a company faced resistance in platforms to enable virtual communication employees, including: moving to a virtual platform as an alternative via instant messaging and virtual meetings. to in-person meetings even if it meant time • Training people managers on how to and expense saved in traveling. Another • Setting expectations for telecommuting manage virtual teams. employer was unable to get staff to transition and training staff to use the new to a paperless workplace using digital technology/applications. • Moving to cloud-based platforms to enable solutions like cloud-based file hosting and secure information access and sharing and e-signature software. • Changing workflows to enable adding communications software to enable telecommuting, digitising processes, and better team and company communications. With the circuit breaker measures, these approvals. organisations experienced steep learning • Paying more attention to employee curves in moving staff to work from home. • Providing staff communication and updates engagement, including mental health and Initially, they focused on the basics that would via email, intranet sites, and video. wellness, and encouraging employees and allow their employees and key processes to their managers to define clearer boundaries continue functioning virtually, with the plan to • Encouraging managers to stay connected between work and personal/family time. make it through the circuit breaker period and with their direct reports/teams. then return to their pre-Covid-19 practices. • Being persistent and creative in engaging employees informally, with a focus not only on work matters but also encouraging non- work connections and fun activities.
35 TAFEP Telecommuting Guide Overcoming the Challenges Over time, organisations that had less transitioned to new technology and ways of experience with telecommuting became working and demonstrated that they could much more supportive as they learnt what work effectively from home. As a result, was needed to support telecommuting – many of these companies plan to continue from hardware/technology to people and supporting telecommuting in the future as an management practices. Leaders also had option for employees who are in roles that do their own experiences with telecommuting not require them to be on-site. – they saw their organisations overcome the initial challenges and personally experienced the benefits. Managers’ confidence and trust increased as employees successfully
36 TAFEP Telecommuting Guide Overcoming the Challenges Conclusion
According to many recent articles and white employees. The Guide provides a framework to drive greater employee engagement papers about evolving workplace trends, and key principles for Human Resources and and innovation. The response to Covid-19, the hybrid workplace is here to stay, and organisation leaders to consider in sustaining including the circuit breaker measures, the practice of telecommuting will continue and enhancing telecommuting and in accelerated the adoption of these practices to expand due to improved technology, managing a hybrid workforce. While specific as many employees had to switch to working employee preferences, and positive employer employer considerations may vary and from home overnight. As employers and and employee experiences in response to scenarios will change in the months ahead, employees worked together to overcome the Covid-19 restrictions.xii xiii the principles for managing telecommuting challenges and capture the learnings, many employees will continue to apply. eventually realised the benefits of this forced, This Telecommuting Guide was developed to accelerated change. While this Guide focuses encourage and support Singapore employers Successful workplaces in the future will on sustaining and enhancing just one of the to implement and sustain telecommuting continuously learn from and build on their many flexible work arrangements, we hope as an arrangement that both meets the organisational and employee experiences, that the experience and learnings gained can organisational and operational needs of rapidly adopt new technologies and evolve be applied across as employers look to evolve the employer, as well as the personal, their processes, and demonstrate agility other workplace practices in the future. professional, and lifestyle needs of in changing ways of working and mindsets
37 TAFEP Telecommuting Guide Conclusion END NOTES
i https://www.rgf-professional.com/talent-in-asia-2020 ii https://www.straitstimes.com/singapore/8-in-10-in-singapore-want-to-work-from-home-or-have-more-flexibility iii https://hbr.org/2018/06/96-of-u-s-professionals-say-they-need-flexibility-but-only-47-have-it iv https://www.shrm.org/understandinganddevelopingorganisationalculture.aspx v https://www.mckinsey.com/reimagining-the-postpandemic-workforce vi https://www.tal.sg/tafep/employment-practices/work-life-harmony/telecommuting vii https://www.tal.sg/tafep/Getting-Started/Fair/Tripartite-Guidelines viii https://www.tal.sg/tafep/2020/How-to-Conduct-a-Fair-Remote-Interview ix https://virtualdistance.com/ x https://hbr.org/2020/10/give-your-remote-team-unstructured-time-for-collaboration xi https://hbr.org/2020/07/remote-managers-are-having-trust-issues xii https://www.straitstimes.com/opinion/st-editorial/opting-for-hybrid-work-arrangements xiii https://www.bcg.com/publications/2020/managing-remote-work-and-optimizing-hybrid-working-models
38 TAFEP Telecommuting Guide Company Profiles
Dell Technologies
Foo Kon Tan
Rajah & Tann
SAP Asia Pte Ltd
Singtel
Toshiba Asia Pacific Pte Ltd
39 TAFEP Telecommuting Guide Dell Technologies
Dell Technologies Inc. is a leading global Championing Flexibility as a Key Dell set up a table reservation system for these IT solution company with 1,500 team Component of Culture employees to reserve a workspace at the Dell office, with an understanding that mask wearing, members in Singapore. Its products The Dell Culture Code, which provides Dell team safe distancing and other safety measures would include personal computers, servers, members with clarity about the company values apply. smartphones, televisions, computer and ways for employees to lead and interact, Equipping Leaders to Manage software, computer security and network was developed with input from thousands of Dell employees. For more than a decade, Remote Teams security, as well as information security championing a flexible work environment has services. been a key component of Dell’s culture. In 2009, When Dell introduced its flexible work policy, the Dell established a work from home policy, company sought to enable its employees to get named Connected Workplace, aimed at providing work done successfully in any situation. Their employees the ability to choose a work style that experience with telecommuting paid off as 95% best fulfills their needs on the job and in life in a of Dell staff switched to a full telecommuting highly mobile, collaborative, and flexible setting. work arrangement as a result of circuit breaker For Dell, this was seen as a strategic business measures. While Dell had existing policies, initiative – not just an HR policy. The Connected resources and equipment in place to support Workplace programme aimed to change how its telecommuting, there were still transitions team members viewed work, where work is not to be made as the number of telecommuting anchored to place and time but is instead focused employees almost doubled. This included on outcomes. equipping all of their people managers to lead employees and teams in a fully remote setting. Dell recognised that not all employees might be able to telecommute successfully for personal/ The Dell HR team stepped in to support people family reasons, including limited space at home managers through this rapid transition. Many and potential issues with landlords in being managers were not comfortable or experienced home during the day. To provide added flexibility, managing fully remote teams, and staff reported
40 TAFEP Telecommuting Guide Company Profiles increased stress caused by actions such as Building Camaraderie and Connection Conclusion managers closely monitoring staff working from home. In response, the HR and Learning & Dell utilised a variety of approaches to help Dell’s clearly articulated telecommuting Development teams coordinated regular ‘How- maintain connection and build camaraderie in policy and decade of experience in supporting To’ webinars for managers on topics such as their virtual workplace. Regular townhalls were telecommuting arrangements gave it a strong “Managing Remote Employees”, “Managing Zoom held to share business updates, answer questions, head start as 95% of its Singapore office switched Fatigue”, and “Managing a Remote Team” during and keep staff connected with company leaders. to working from home. At the same time, Dell that challenging period. A mental health toolkit Employees were also encouraged to make use also recognised the importance of preparing was also distributed to managers with tips on of Dell’s wellness programs consisting of a good and supporting its people managers to build virtual listening skills, guidelines on how to have mix of webinars, digital platforms, one on one awareness and comfort to lead fully remote sensitive conversations, an overview of short-term sessions, trainings and online resources to support teams through timely training webinars and reasonable adjustments for a team member with them in managing work and personal changes. coaching. These efforts helped employees to mental health concerns, and a wellness action Dell’s Employee Resource Groups (ERGs) stepped work from home more effectively, reduced their plan. In-depth conversations were held with up to provide supportive, on-line communities for stress and enhanced camaraderie. Globally, people managers to help them better understand their members as they faced specific challenges. Dell has exceeded its goal of having 50% of its their leadership styles and approaches, followed For example, their Young Parents ERG provided workforce working flexibly by 2020, enabled by the provision of coaching. Managers were a forum to share resources and experiences in by a well-developed ecosystem of technology, also encouraged to connect with their teams and managing their work and family demands. infrastructure, training and resource groups. direct reports on a regular basis to check-in on their well-being. Over time, these efforts resulted in in positive feedback from Dell team members who saw notable changes in their managers’ behaviours.
41 TAFEP Telecommuting Guide Company Profiles Foo Kon Tan
Foo Kon Tan LLP is one of Singapore’s Telecommuting Practices Pre-Covid-19 teams connected, including staff who were most established and respected unable to return to Singapore as a result of border While most of their staff have laptops and are closures. accountancy practices. Together with permitted to telecommute, much of Foo Kon Tan’s its associated companies, Foo Kon Tan accounting work involves teams working together Given the confidential nature of the business, provides a full range of assurance, tax, and and in-person with their manager, involving there was also a need for Foo Kon Tan to re- advisory services to help clients navigate iterative processes that often require real-time think the way it interacts and communicates inputs. Employees benefit from spontaneous with clients, in view of a wide range of client the ever changing dynamics of the exchanges and learn from in-person observations, digital capabilities. To ensure timely, secure business and regulatory environments in including in-person meetings with clients. Given communication and document exchange with the domestic as well as global markets. this, prior to circuit breaker only a few employees their clients, secure folders were created using practised telecommuting on an ad-hoc basis, cloud storage services for clients to upload and resulting in a lack of experience in supporting download confidential files digitally, rather With over 200 employees, Foo Kon Tan’s telecommuting on a large-scale basis. than exchanging physical documents. Mobile workplace culture is built on people- communication applications were used for instant focused leadership that encourages Enabling Telecommuting for Staff (and messaging with clients. Customers) two-way communication and dialogue. In preparation for working from home, the Leaders trust employees to do what is With the onset of circuit breaker, 95% of Foo Kon company held a ‘Telecommute Day’ to have best to ensure that both their personal and Tan staff switched to working from home. Foo employees test their IT systems and access Kon Tan leaders recognised that their employees and training sessions to familiarise staff with professional needs are met. Employees have a large capacity to learn and adapt to the use of communication platforms and have flexibility in their work hours and changing situations. Staff were permitted to other telecommuting software. IT support the firm does not expect employees to purchase IT equipment they needed to work was increased to provide timely resolution of respond to e-mails between 7PM and effectively from home, including monitors technical issues. Leaders communicated with and personal printers. To enhance internal staff about the objectives and expectations of the 7AM, or on weekends, unless there is an communications, team communication platforms telecommuting process. urgent exception. and applications were introduced to keep their
42 TAFEP Telecommuting Guide Company Profiles Leadership Communications Virtual Onboarding
In line with its leadership philosophy of a focus Even during circuit breaker, Foo Kon Tan on its people, senior leaders were intentional continued hiring and adapted its onboarding in communicating more frequently as the process to virtually onboard new hires. firm transited to widespread telecommuting. Laptops and other equipment were sent to They were transparent and open in their new employees’ homes and virtual IT support communications, acknowledging that working provided to guide them through the set-up from home was a new arrangement for everyone, process. Managers connected virtually to provide honestly sharing what they knew and did not, an orientation to the firm and their work, and to but committed to regularly adjusting and refining discuss the plan for the new hires’ on-boarding. their approach as they learned more. Leaders With the end of circuit breaker, Foo Kon Tan reinforced that employees would be treated arranged to have new employees visit the fairly and expressed trust that each would do office to provide a sense of the workplace and the right thing for the benefit of everyone. opportunities for in-person interactions with their Polls were conducted to gather feedback about managers and team members. the challenges that employees were having working from home, the support they needed, Looking Forward and suggestions staff might have to address challenges. This staff feedback led to timely As a result of the firm’s successful telecommuting adjustments, including providing temporary experience during and after circuit breaker, Foo reimbursements to their lower paid staff to cover Kon Tan plans to continue offering employees increases in their home utility bills. the flexibility both in hours and work location, as works best for their employees and teams.
43 TAFEP Telecommuting Guide Company Profiles Rajah & Tann
Rajah & Tann Singapore is a market parents or children with special needs or Business as Usual for Rajah & Tann leading law firm and a member of Rajah those who needed to accompany spouses & Tann Asia, one of the largest regional on overseas work assignments. On When circuit breaker was introduced in Singapore, almost all Rajah & Tann employees switched to networks with over 800 fee earners across average, about 5% of its workforce was work from home, with only a small number of Southeast Asia and China, including working under some form of flexible work essential operations staff remaining in the office. regional desks focusing on Brunei, Japan arrangement. The transition was facilitated by efforts that Rajah & Tann had undertaken to digitalise many of the and South Asia. In Singapore, Rajah & work process prior to 2019, including digitisation Tann is one of the country’s largest full- of staff personal files and development of service law firms with approximately 680 e-learning modules to onboard new hires. These employees, including 340 lawyers. efforts enabled a smooth transition to remote work. Performance appraisals were carried out using training videos that had been developed Rajah & Tann was an early adopter in earlier and were available on the firm’s intranet. offering flexible work arrangements. The firm’s signature internship and mentorship programmes proceeded as planned. With Even before circuit breaker, requests the switch to work from home, Rajah & Tann for telecommuting work arrangements intensified its online training efforts, conducting were granted to employees with family multiple runs of online training to support lawyers or personal needs, including parents in conducting online meetings and hearings, and sessions to familiarise their support staff with with children taking the PSLE, staff with telecommuting platforms. caregiving responsibilities such as elderly Rajah & Tann continued to hire during this period, onboarding about 120 new hires in 2020. The firm hosted 2-3 week-long virtual
44 TAFEP Telecommuting Guide Company Profiles internship programmes for about 160 interns The virtual internship programme was designed Conclusion and coordinated 25 virtual secondments for to facilitate and encourage interactions between the lawyers across all the overseas offices. interns and key members of the management, Enabled by its culture of trust, prior experience This continuity was made possible by the the Recruitment Committee, the Associates with telecommuting, and earlier success earlier digitisation of core work processes Management Committee, and their individual digitalising many of its HR operations, Rajah & and development of virtual onboarding and mentors. Additional sessions were held to Tann was well-positioned to adjust and adapt to mentorship programmes. introduce the interns to the firm’s technological circuit breaker quickly. This included giving back ecosystem and interact with its leading disputes to the community by investing time and effort to Virtual Internship Programme and transactional lawyers. Interns also had mentor 200 interns virtually and developing the opportunities to work on client presentations over ability to hold internship programmes either in- Annually, Rajah & Tann hosts up to 200 interns video calls. Senior practitioners were invited to person, virtually or in a hybrid format. in a month-long internship programme. The engage with the interns through online talks and programme provides opportunities for interns to engagement sessions. The Group Project segment get to know Rajah & Tann Asia better and gain of the programme provided the opportunity for insights into life as a lawyer in their Singapore interns to work together and gave the firm a office. It also provides an opportunity for the firm chance to “talent spot” potential future trainees. to talent-spot potential new hires and give back Opportunities to have fun and build camaraderie to the community. With the challenges presented were also incorporated through virtual fitness by Covid-19, the firm innovatively converted their classes led by Rajah & Tann’s lawyers and 4-week, in-person programme to 2-3 week virtual a farewell session on the last day of each sessions. While compressed, the firm focused on programme. ensuring that the goals of the programme were not compromised and creatively provided a virtual platform for interns to experience what life was really like in a leading law firm.
45 TAFEP Telecommuting Guide Company Profiles SAP Asia Pte Ltd
SAP is a market leader in enterprise Flexible Work Arrangement as an Adapting Processes to Enable application software, helping companies Employee Engagement Strategy Telecommuting of all sizes and in all industries run at their SAP is a well-recognised employer of choice that With the implementation of circuit breaker and best. With 1000+ employees in Singapore, has won multiple accolades locally and globally. It the need for all employees to work from home, the company takes pride in its strong has long established that providing flexibility is an SAP did not experience a difficult transition in moving to a full telecommuting arrangement. workplace culture of success, one based important employee engagement strategy. SAP recognises that there are times when leave and Its workforce was already adept at working on teamwork, integrity, accountability, flexible workplace arrangements will go a long flexibly and being part of a technology company, professionalism, and trust. This culture way to helping employees better manage work competent in integrating digital tools and of success underpins the organisation’s and life responsibilities, and other commitments. technology into their daily operations. With It has in place a structured and formalised Flexible almost 100% of its workforce now telecommuting people philosophy. SAP’s HR team Work Arrangement (FWA) policy for employees to (some staff had to be on-site to access special believes that it is critical to partner with work remotely or where they are most productive equipment), SAP’s leaders and HR team could the business to drive the successful (Flexi-Place) or re-distribute their work hours focus on taking care of the well-being of its people. translation of its business strategy to its across the work week as long as the employee fulfils the required work hours per week (Flexi- people strategy with a focus on employee Time). The policy is designed as a framework for Employee Well-Being a Top Priority experience. all employees to utilise and discuss any needs they might have with their direct manager. Support is Super Awesome People – this is what SAP offered based on mutual trust and consideration employees call themselves. With the uncertainty for the individual’s needs, balanced with business of the pandemic setting in, it was clear to SAP’s needs. It allows employees to focus on impact, leadership that it needed to provide a workplace productivity, and innovation rather than physical environment that allowed 1,000+ strong presence. workforce in Singapore to continue to work where they were most productive to help their clients and partners run better and improve people’s lives, in these unprecedented times.
46 TAFEP Telecommuting Guide Company Profiles SAP as an organisation demonstrated great Building a Community of Leaders Conclusion empathy in connecting and supporting its people. The SAP leadership team views well-being as a Good leadership has never been more important Having management take such a people-centric strategic priority and a core business enabler, and than in this extended time of uncertainty and approach has enabled SAP’s team performance this emphasis on mental, physical, and emotional anxiety. SAP understands how important it to exceed quarterly expectations. It has increased wellness took on greater urgency in response to was for leaders to actively connect with their conversations and connections between Covid-19. Throughout the organisation, there teams, not just for operational meetings, but managers and their teams. As a business, SAP was awareness that employees were handling to engage on a personal basis. However, not all is committed to help the world run better, multiple responsibilities at home that could cause of their leaders were equally comfortable doing to improve peoples’ lives and during these unplanned interruptions of their work. In addition so. Virtual connect meetings for leaders were challenging times, to help its clients move forward to SAP’s people survey which runs three times a set up so leaders could discuss any challenges, from Covid-19. As an employer, SAP is living out year, additional remote work pulse surveys were share best practices, and support one another the same commitment to its employees, focusing conducted to listen to employees – to understand to better connect with their teams. Several on what is best for them, creating a safe and how they were coping and how telecommuting toolkits were also provided for leaders on what healthy work experience, and providing the right was working for them. In response to employee questions leaders could ask team members to emotional and mental health support to succeed feedback, the organisation adjusted its policies have more impactful SAP Talk (development) and navigate an uncertain future. in real-time, addressed emerging themes at conversations. Within the community of leaders, townhall sessions, and organised talks by internal an environment was created for leaders to feel and external experts to provide employees with safe enough to share openly with one another, knowledge and resources to better cope with their including their anxieties, challenges, and fears. In challenges. turn, these leaders would create the same culture of openness with their respective teams. SAP recently declared April 27, 2021 as Global Mental Health day for all employees to recharge Through their own behaviours and guidance, with an additional day-off and a clear message leaders encouraged employees to find ways from SAP leaders that “it’s okay to relax”. to integrate their work-life commitments and engage in self-care to sustain a healthy state of mental and physical well-being. Examples included taking periodic leave to rest and recharge and declaring ‘meeting free’ afternoons and coordinated days-off so that teams could recover from virtual meeting fatigue.
47 TAFEP Telecommuting Guide Company Profiles Singtel
The Singtel Group is Asia’s leading Telecommuting Practised on a Introducing Telecommuting communications group. Headquartered Need-To Basis Organisation-Wide in Singapore, Singtel has 140 years Prior to the pandemic, telecommuting was not a In response to the pandemic, Singtel Singapore of operating experience and played a work arrangement commonly used by Singtel’s created a Pandemic Control Committee that pivotal role in Singapore’s development Singapore-based employees. While there focused on business continuity planning, as a major communications hub. With was a formalised policy in place that provided compliance with government advisories, and employees with flexibility to telecommute one coordination of Covid-19 policies and practices approximately 25,000 employees located day a week (depending on job role and with across its businesses, locations, and employees. in Singapore, Singtel provides a diverse mutual agreement between the employee and This included developing a Covid-19 portal to range of services including fixed, mobile, supervisor), this option was not widely utilised. provide employees with a single, trusted source of There were several reasons that kept staff from company information and government advisories. data, internet, TV, infocomms technology telecommuting, including concerns about the (ICT) and digital solutions. infrequency of participation by other employees With the introduction of circuit breaker measures, and a perceived lack of managerial support and approximately 70% of Singtel employees were openness. required to work from home on very short notice. In response, Singtel purchased laptops and Further, approximately 30% of Singtel employees other hardware to enable employees to work are in positions that require them to work on site from home. They communicated to employees or at a client’s location. This includes the field about the objectives and expectations of the engineers and technicians who install, maintain telecommuting process. They evaluated and and service telecommunications equipment. As purchased new online meeting platforms a result, telecommuting at Singtel was practiced to enable virtual meetings and discussions. on a one-off or need-to basis, which meant that Workflows were changed to support processes the organisation lacked experience managing being done completely online. Certain job scopes telecommuting on a large scale, across the entire were redesigned to ensure that roles could be workforce. performed away from the office. Singtel also
48 TAFEP Telecommuting Guide Company Profiles prepared their leaders to manage remote workers issues with hardware and connectivity, learn to Continuous Learning and teams using webinars and online resources. use new collaboration and communication tools, They emphasised employee experience as a key and establish new team norms and practices. Singtel encourages their employees to performance indicator and encouraged managers For example, many Singtel employees are continuously learn, unlearn and relearn and this to show empathy during a period of significant located at client sites and were not able to access practice did not stop when most employees personal and professional change. the internet given client firewall restrictions. started working from home. With widespread To ensure that all Singapore employees could telecommuting Singtel curated courses to Virtual Recruitment and Selection access company communications when working put onto #CURIOUS, their online learning virtually, Singtel developed software that enabled and development site that is accessible to In the months following the circuit breaker, employees to access Singtel’s intranet through all employees. Online training modules were Singtel switched to virtual interviewing, hiring, their mobile devices, in addition to laptops and developed for leaders, focusing on topics such as and onboarding processes. Paperwork was sent desktops. This evolved into its new mobile app, Leading Change and Leading with Empathy, as well to new hires and employment agreements signed iConnect. as curating resources that focus on mental health via DocuSign. While the process was digitally and wellness to better prepare leaders to support enabled, as employees are able to return to the Listen, Listen, Listen their employees and teams in working virtually. workplace, Singtel plans to have all new hires work at the office/work site for their first three Singtel stayed connected with employees through The Way Forward months (coinciding with the length of their weekly online, employee pulse surveys. Each probationary period). This will provide them with survey focused on different themes, including Singtel sees building organisation culture as a opportunities for in-person interaction with their challenges in working from home, dress code, and journey, and they are at an inflection point. Digital new supervisor, team members and colleagues, work location preferences. The most significant transformation is key to its business strategy when they are in the office under Singtel’s work from home challenges identified were: and having more employees comfortable with hybrid work arrangement, so as to facilitate 1) time management and setting clear boundaries digital technology as a result of working from engagement and accelerate their success. At between work and personal time, 2) home home can help drive this change. To Singtel, the the end of three months, new employees can conditions that were not conducive to working, business case is clear. It will continue to encourage explore telecommuting arrangements with their 3) managers who were not empathetic, 4) IT and employees to keep an open mind, adopt an supervisors. connectivity issues, 5) increased mental stress innovation mindset and build on their experiences due to being cooped up at home, loneliness, in adapting to change. Enabling Effortless Connection etc. Notably, after an initial learning period and adjustments made in response to survey findings, Initially, there was a period of significant many Singtel workers reported an increase in adjustment for those telecommuting. Employees, their personal productivity as well as an interest in managers, and teams were not accustomed to continuing to work from home. working virtually and needed to address technical
49 TAFEP Telecommuting Guide Company Profiles Toshiba Asia Pacific Pte Ltd
Toshiba Asia Pacific, a subsidiary of This change in working style did not affect Adapting Processes to Enable Toshiba Corporation, provides support employee’s productivity and business Telecommuting to Toshiba companies in Southeast Asia, outcomes, line managers saw employees At the start of the pandemic, the company India and Oceania with the strong focus who continued to put in their best while activated the Business Continuity Plan (BCP) in the areas of power systems, social working from home and employees found team to assess the impact and provide guidance infrastructure systems, and building that time saved from commuting allowed to adopt telecommuting. The Human Resource team, together with the BCP team developed solutions. them to give more attention guidelines for telecommuting and engaged to family. with divisional leaders to identify obstacles and Prior to the COVID-19 pandemic, challenges divisions would face as team members switched to a telecommuting work arrangement. telecommuting was not a common work Team members then embarked on a pilot arrangement although the organisation programme and worked through teething issues has explored other forms of flexible work before transiting entire teams to telecommute arrangements like flexible working hours. fully.
When circuit breaker was implemented, At the organisational level, the BCP team had to the business however was quick to identify necessary changes to procedures and implement work from home arrangement adapt how work was done. For example, while the Finance team previously had to get sign-offs on for all employees. physical documents, the company introduced the e-signature, allowing contracts and documents to be processed electronically for approval.
50 TAFEP Telecommuting Guide Company Profiles Two-Way Communication a Key Focus Engaging Staff on the steps to take when conducting a virtual appraisal session including: Regular communication both from the business At the team level, leaders were reminded to hold and division leaders was emphasised as the frequent dialogues with their team members, • Provide feedback on the overall work business switched to a telecommuting work on an individual and team basis. Employees performance. arrangement. Mr Ryuji Maruyama, Managing were also encouraged to carry out company- • Discuss ways to address areas identified for Director, Toshiba Asia Pacific and Corporate sponsored activities such as connecting with improvement. Representative for Asia Pacific, Toshiba colleagues virtually over meals. During this • Seek to understand if staff face any difficulties Corporation increased the cadence of his period, the company recognised the heightened or challenges. communication to the team, sharing updates importance of giving back to the community and • Check on staff mental well-being and be aware on business performance and corporate values, continued the annual activity of rallying Toshiba of signs of potential mental health issues. and expressing messages of care for employees’ Group Companies in Singapore to raise funds and • Inform them of expectations. well-being through different formats – emails, provided Covid-19 related medical supplies to a messages, and newsletters. charitable organisation. Conclusion
In addition to having staff share feedback Refining the Appraisal Process Toshiba is responding to the COVID-19 pandemic during regular division meetings, employee with measures that prioritise the safety of opinion surveys were deployed by its corporate As its workforce began working virtually, the employees and their families, and of customers headquarters in Japan to understand employees’ company recognised that ‘out of sight’ does not and business partners. The company will continue engagement level. Locally, pulse surveys to mean ‘out of mind’. To emphasise the important to monitor the situation and to follow government understand employees’ experience working from role that managers play in taking care of the guidance and instuctions, while ensuring business home are also conducted regularly, ensuring that well-being of their team members, anyone with continuity. The pandemic and circuit breaker leaders get regular feedback from employees. supervisory duties is expected to and will be provided an opportunity for the organisation to Some challenges relating to telecommuting appraised on how well they “manage the well- explore new ways of working, digitise processes include network stability, need for physical being of subordinates during the work-from-home and improve productivity as a result. Working meetings to facilitate conversations and better period.” from home as a result of Covid-19 created a more communication which the local team worked to flexible mindset. Telecommuting is now regarded address them as these get surfaced through the To communicate this change, the HR team as part of the firm’s progressive approach towards pulse surveys. shared the rationale for the change with its heads helping their employees better meet their work of department during their regular bi-weekly and personal responsibilities. meetings. Appraisers were provided with a guide
51 TAFEP Telecommuting Guide Company Profiles About Tripartite Alliance for Fair and Progressive Employment Practices
The Tripartite Alliance for Fair and Progressive TAFEP is one of three agencies under TAL, able to achieve their fullest potential, for Employment Practices (TAFEP) was set up along with the Tripartite Alliance for Dispute the success of the organisation. Employers in 2006 by the tripartite partners (Ministry Management (TADM) and the Workplace can approach TAFEP for tools, resource of Manpower, National Trades Union Safety and Health (WSH) Council. materials and assistance to implement fair Congress, and Singapore National Employers and progressive practices at their workplaces. Federation), to promote the adoption of fair, TAFEP helps employers build workplaces Employees or individuals who encounter responsible and progressive employment where employees are respected, valued and workplace discrimination or harassment can practices. seek assistance and advice from TAFEP.