How Should Managers Build an Optimistic Work Relation With Their Remote Hires?

People who are born to lead with a positive outlook are primed to thrive in a virtual environment. Amidst the prevailing turmoil of rise and decline of Covid cases, the aspect which has been in talks and has taken a come-back, is the hiring procedure.

Now with the onset of hiring process across sectors, the only aspect which has been missing is building relationships with the people we work with. Its indeed a notable fact that there is something wonderful about meeting in person the people we work with on a regular basis.

Upon the same Ashish Anand, CHRO, SAR Group believes that, “Post hiring, employees joining and on-boarding is very crucial for employee, employer & manager. All of them make their, 1st impression about each other in real situation. In the entire process, human emotions plays the most important role in building confidence besides all organisation processes.

Whether hiring an employee on junior level, mid-senior or senior level; there is one quality which all hires today are constantly looking for in any team: optimism. Leaders or hires with optimistic thought process have an arsenal of strengths when it comes to rallying a team through tough times. Having optimistic employee base is a vital asset in helping you identify the underlying strengths of your business and company culture. 

Despite the fact that it is consistently desirable to build up clear remote working strategies and preparing ahead of time, in the midst of emergency or other quickly evolving conditions, this degree of arrangement may not be possible. Luckily, there are explicit, research-based advances that managers can require without extraordinary exertion to improve the commitment and efficiency of remote workers, in any event, when there is brief period to plan.

“In current situation, when many are joining and physical meeting isn't happening form months- in such a scenario, its important to build a program of 1-15-30- 60-90 days program and building hyper touch point with each other. This will reduce anxiety about each other and build confidence. Its important to let person know about their goal and build alignment and purpose of the organisation,” states Anand.

Also, considering that, “70 per cent of communication is non-verbal communication - it is important to connect with your colleagues and team members not on regards of asking for Covid well-being or work front but also in general as well. Even a few minutes before or after a virtual meeting will really help. However, it needs to be authentic,” explains Ganesh Subramanian, CHRO, More Retail.

“It is also important for managers to share stuff from their lives - including their fears. Its ok to be vulnerable - it increases respect from others.   These conversations will need to be built on a foundation of unconditional trust - that you are a person that your team members can reach out to and talk to.  We need virtual equivalents of offsite and as mangers we also need to learn to engage as people virtually.”

Harward Business Review claims that, “research on emotional intelligence and emotional contagion tells us that employees look to their managers for cues about how to react to sudden changes or crisis situations. If a manager communicates stress and helplessness, this will have what Daniel Goleman calls a “trickle-down” effect on employees. Effective leaders take a two-pronged approach, both acknowledging the stress and anxiety that employees may be feeling in difficult circumstances, but also providing affirmation of their confidence in their teams, using phrases such as “we’ve got this,” or “this is tough, but I know we can handle it,” or “let’s look for ways to use our strengths during this time.” With this support, employees are more likely to take up the challenge with a sense of purpose and focus.”

Lastly, Fresh recruits do require management's uttmost attention initially. Building onto great working relationship helps them with beginning their professions on a positive note and moves them towards progress. It assists with making representative commitment and maintenance. Yet, tthework doesn't stop after the fresh recruit is sunk into their job. Administrators need to put time and energy into dealing with their onsite/remote hires.