Those that don't risk far more than lower morale. It's critical that company leaders work to rebuild and maintain trusting relationships - withĪnd among their employees.
For example, Hubstaff, a provider of time-tracking tools for remote work, reported a four-fold increase in its UK customers since February of 2020, and Sneek, whose technology takes webcam pictures of employees on a regular interval and shares them with colleagues, reported a five-fold increase. Increased reports of electronic monitoring also suggest that executives' confidence in having figured it out is starting to ebb. In each of them, we've seen a shift from the positive, "We've figured out this virtual work thing!" sentiments to the recognition that trust in their organizations - in individuals, relationships and the organization - is fundamentally at risk. Over the past eight months, we've worked with and researched dozens of companies that are wrestling with this challenge in settings as varied as professional services, oil and gas, finance and insurance, healthcare, telecommunications, automotive and tech. And for a while, people gave each other the benefit of the doubt and didn't mind making compromises, like allowing the occasional deadline to slip so that people could take care of homeschooling or other new demands.
Early in the pandemic, stories of organizational heroics - like companies repurposing laptops en masse overnight to equip employees' homes - abounded. The crisis of trust this bank is facing is increasingly common as the strains of remote working wear down company culture and people's goodwill.
You'd think that if I can trust people, surely they can trust each other, right? But no." "No matter how much I try to convince them or even use numbers and other kinds of evidence, it's not sinking in. For the past six weeks, an increasing number of people have asked, "How do we know if the people who are still working from home areĪctually working?" Some employees have even suggested specific technology-based monitoring approaches to track remote workers' onscreen time and activities.Įach week, the president assures his employees that the business is on track and that measures of productivity (like the number of loans taken out) are above expectations. Employees are encouraged to submit anonymous questions for him or other senior leaders to answer. Editor's Note: SHRM has partnered with Harvard Business Review to bring you relevant articles on key HR topics and strategies.Ībout a third of the employees of a regional bank have returned to working onsite, and the president holds a weekly all-staff town hall meeting by videoconference.
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