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Publication Title | WHAT LEADERS NEED TO KNOW ABOUT REMOTE WORKERS

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WHAT LEADERS NEED TO KNOW ABOUT REMOTE WORKERS
Surprising Differences in Workplace Happiness & Relationships
Conclusion
Leaders can draw a lot of useful information from the responses of these remote employees. We can target specific areas for action:
Treat them like the productive workers they are: 91% of remote workers do better outside of the office. Don’t treat them with suspicion just because they’re not in your physical sight. After all, many of them love freedom, so micromanagement can crush their engagement.
Emphasize flexibility: Freedom is the number one draw for remote workers. (And at the same time, freedom from remote work might be the best option for some.) Allow these employees to determine their own location and hours as much as possible. Many would be happy to work every day, in fact, albeit with shorter hours. It’s an easy way to boost workplace happiness.
Make efforts to reach out: Remote workers don’t need you to replicate the in-person interaction you have with your employees at the office. You don’t have to talk to them every day or give them feedback face to face. But encourage your team to reach out, giving their remote colleagues the same level of consideration and respect as their office counterparts. And make sure that your communication with them, however frequent, is meaningful.
Remember that a remote work experience is dynamic: The state of a remote worker’s engagement or collegial interaction in the first year will not be the case forever. Don’t assume that early unhappiness has to persist, or that happiness will stick around without effort on your part.
By using the input from remote workers to inform best practices, leaders can find ways to make this workforce into an engaged, loyal, and thriving part of their organization.

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