Purpose of the lesson: participants obtain knowledge and skills in remote personnel management.

The target audience: The training is intended for employees and managers whose competencies include communications and management of employees located outside the office and/or at a considerable distance.

Training program

Introduction:

• The influence of employees on the company's performance.
• The difference between a manager and a performer.
• Management decisions. Criteria for the effectiveness of management decisions.
• Functions of a leader.
• Leadership styles.

Features of working at a distance:

• Who can work remotely: employee competency profile for remote work.
• Features of searching for remote employees, discussion of conditions.
• Criteria for the effectiveness of employees working at a distance.
• Features of labor relations at a distance.

Setting goals for employees remotely:

• Why is it so important to set goals for employees?
• Rules for remote goal setting.
• Monitoring the implementation of set goals.
• Basic mistakes when setting goals at a distance.

Monitoring employee activities remotely:

• Types of control.
• Features of remote control.
• Hidden visits: technique, errors, areas of use.
• Features and possibilities of delegation at a distance.
• Feedback on the results of monitoring the employee’s activities.

Communication with employees at a distance:

• The importance of communication with employees at a distance.
• Types of communications and features of use.
• Techniques for tele- and video conferencing.
• Features of correspondence with employees at a distance.
• Errors in communication with employees at a distance.

Motivating employees at a distance:

• Employee's motivational field. Difference between leading employee motivation at a distance.
• Ways to influence an employee from a distance.
• Demotivating factors for an employee at a distance.

Feedback:

• The purpose of feedback.
• Rules for giving feedback to an employee.
• Criteria for the effectiveness of the feedback received.

Results of the training:

• Formation of a plan for further work and individual development of participants.

Documents issued: standard certificate of advanced training.

REMOTE CONTROL AS A NEW DIRECTION OF MANAGEMENT

Avdeeva Natalya Mikhailovna
Tolyatti State University

REMOTE CONTROL MANAGEMENT AS A NEW DIRECTION

Avdeeva Natalia Mikhailovna
Togliatti State University

Scientific adviser:
Gudkova Svetlana Anatolevna
Tolyatti State University
Ph.D., Associate Professor

Currently, this trend is increasingly being noticed: business is becoming more virtual. Many categories of employees and even entire companies do their work not in the office, but at home or in the fields. But how can you assign a task to an employee without personal contact? How to motivate him to work? How to control the progress of work? How to make a remote employee feel like a member of the team and committed to the company? Today, these and other questions are already answered by specialist theorists and practitioners of remote management.

Contrary to the spread of virtual management, there is a tendency for some companies to move away from remote management. So Hewlett-Packard, once the world's largest manufacturer of personal computers, decided to abandon the practice of using remote work for employees and transfer all its employees to offices. Hewlett-Packard is drowning in colossal losses due to the fact that “remote” employees do not go to meetings, do not participate in brainstorming sessions, and sometimes even spend working time on launching their own startups. Other companies, such as Yahoo, Best Buy and even Google, which has already abolished the notorious “20% rule,” have also begun to tighten corporate discipline.

I would like to note that the manager must be personally mature for remote control. To mature means to begin to trust people. Indeed, with remote personnel management, communications may be lost and some important details may be overlooked. An important point is to recruit people with a high level of professionalism for top management positions, each in their own industry, so that there are no problems with the fact that at the necessary moment people will simply sit, not making any decisions and doing nothing. In such a situation, there is no way without evaluating and monitoring the activities of subordinates.

Pointing out the need for control and timely setting of tasks, it should be said that it is necessary in a clearly defined period, for example, once a week, to send your recommendations for the process and set tasks for employees for a certain period. You can also require not only a report on the work done, but also photographs - and this should be a regular process.

In practice, there are situations where it is impossible to do without remote management. In this case, it is worth noting some recommendations that should be followed to build an effective remote control system in an organization (Figure 1).

Despite some pitfalls, remote control continues to evolve. The most important prerequisites for remote employment are the availability of computer equipment and broadband Internet access (for transmitting large amounts of information) for an employee working outside the office.

There are a number of reasons for the spread of remote management:

⁻ Maximum costs for an employee constantly present in the office;

⁻ A certain type of company activity, which involves the main number of employees working remotely outside the office (for example, a software company);

⁻ Availability of a highly ramified and regional network;

⁻ The manager may simply be temporarily absent from the company - on a business trip, on vacation, because even on vacation, many executives strive to keep abreast of what is happening at the company.

An important difference between remote employment and other forms of non-standard employment is that workers are remote from the place where the results of their work are needed, or from those workplaces where this work is usually performed. The undeniable advantages of this type of employment for workers and employers are presented in Table 1.

Table 1. Advantages of remote management

The significant advantages of such remote employment create the prerequisites for the transfer of some employees to this type of work. However, the transition to remote control in its various forms requires the fulfillment of a certain number of conditions, such as:

1. Maximum delegation of one’s own powers and correct identification of the employee responsible for control at the site in the absence of the main manager.
2. Development of specific, measurable, realistic goals for each employee during the period of absence of the manager from the workplace.
3. During remote control, the number of communication channels increases.
4. Any manager must master the technique of conducting video conferences with several employees simultaneously.
5. It is important for a manager to know the features of the written method of communication, which requires specific expression of thoughts and clarification of wording.
6. The practice of setting daily tasks works very effectively, when the manager sends a letter with specific tasks for the day at the same time.
7. Performance evaluation is required.

It should be noted that there are factors inhibiting the development of remote management, despite its undeniable advantages as a new form of employment. The main problem hindering development is the lack of a proper regulatory framework. The solution to the problem of informality is for distance employment to become an established norm and to be correctly positioned from an institutional point of view, especially since the practice of using distance employment in Russia at the micro level has already become widespread.

Thus, to summarize all of the above, it should be noted that distance management is increasingly developing as a popular form of employment. As in other situations, there are some disadvantages and pitfalls in such work, but the growing popularity also tells us about the undeniable advantages of the new trend. The development of IT technologies, computers, availability of network resources, etc. can certainly be considered prerequisites for the development of remote management. However, at the moment there is no regulatory framework in this direction and there is a certain informality of remote employment due to its looseness as a norm. However, it is the growth of remote employment that will allow us to painlessly go through the transformation of standard forms of employment and social and labor relations.

How to effectively manage a team remotely? Our new unique course “Remote Personnel Management” is about this! It is recommended for business owners, managers of remote offices and branches, and employees working in home offices.

Today, working remotely is becoming more common. It has many advantages for both staff and managers. This includes the absence of office rent, savings on workplace equipment, and the ability to avoid wasting time on the road in traffic jams. However, any manager is concerned with the question: how to effectively manage a remote team, set tasks for them and achieve their goals?

During the training, you will learn how to search for ideal candidates for remote work and control their working hours. How to conduct interviews on Skype? How to properly plan remote work? Avoid problems and avoid falling into the trap of ineffective communications?

You will systematize your knowledge about remote control and translate it into practical skills. Get recommendations from an experienced coach about whether you are doing everything right now and whether you need to “work on mistakes” in remote management. You will study the strategy and tactics of remote management, learn ways to motivate staff and control methods.

The main emphasis during the training is on practice and solving real problems faced by the leader of a remote team. Classes are conducted in a mode of intensive interaction between the trainer and participants. Methods of working in groups, brainstorming, and visual materials are used.

After completing the training, you will become an effective remote manager and will be able to make your business even more successful!

The training is intended for managers of different levels whose competencies include communications and management of employees located outside the office and/or at a considerable distance.

Training program:

1. Introduction
   • The influence of employees on the company's performance
   • Manager's functions
   • Leadership styles
   • Principles of remote management: planning, motivation, control, delegation
2. Features of working at a distance
   • Who can work remotely: employee competency profile for remote work
   • Features of searching for remote employees, discussion of conditions
   • Criteria for the effectiveness of employees working at a distance
   • Features of labor relations at a distance
3. Setting goals and planning employee activities remotely
   • Why is it so important to set goals for employees?
   • Rules for remote goal setting. SMART as a tool for effective management
   • Setting priorities for employees. Defining outcome criteria
   • Resource planning. Finance, marketing, events, product line management
   • Personal Performance Plan (PIP): Application Conditions and Threats
   • Basic mistakes in goal setting and planning
4. Monitoring employee activities remotely
   • Types of control
   • Frequency of control. Features of remote control
   • Control of income and expenses
   • Manager visits: technique, mistakes, areas of use
   • Feedback on the results of employee performance monitoring
5. Feedback
   • Feedback as a management tool
   • Time and place of feedback to the employee
   • Algorithm for effective feedback to an employee
   • Feedback errors
6. Communication with employees at a distance
   • The importance of communicating with employees at a distance
   • Types of communications and features of use
   • Mistakes in communication with employees at a distance
   • Laws of remote communications. Fading effect, the “damaged phone” principle, message hoax
   • Tele- and videoconferencing technology
7. Working with documents and email
   • Goals and objectives of generating documents and emails
   • Writing a letter as a time management tool
   • Assigning recipients of letters and documents. Logistics information
   • Replying to employee emails
8. Delegation, or is it easier to do everything yourself...
   • Principles of delegation
   • Indicators of under-delegation
   • Myths about delegation. Delegation errors
   • Delegation techniques and performance assessment
9. Motivating employees at a distance
   • Employee motivational field
   • Correlation between company goals and employee goals: searching for a common denominator
   • Manager representing the company in front of an employee
   • Ways to manage employee motivation from a distance. Demotivating factors
   • Signs of professional burnout. Ways to deal with burnout
   • Doing nothing as a tool to increase motivation
10. Results of the training
    • Formation of a plan for further work and individual development of participants

Author and presenter:
Business trainer, management consultant, executive coach.
Specialization: management skills, negotiations, sales and customer service, personal effectiveness, HR technologies.

Cost of participation in the event: 27700 rub.

Location.

SPECIALIZATION: Administration, General Management, Human Resources FORMAT: Open

Purpose of the training:
Participants obtain knowledge and skills in remote control of subordinate employees.

The training is intended for managers of different levels whose competencies include communications and management of employees located outside the office and/or at a considerable distance.

Work format:

The active learning mode includes the analysis of practical cases in group and individual exercises with theoretical information blocks. During the training, practical recommendations are developed, participants are tested and experience is exchanged within the group.

Author and presenter - Zakablutskaya Elena Anatolyevna :
Business trainer, management consultant, executive coach.

Specialization: management skills, negotiations, sales and customer service, personal effectiveness, HR technologies.

PROGRAM

1. Introduction
   • The influence of employees on the company's performance
   • Manager's functions
   • Leadership styles
   • Principles of remote management: planning, motivation, control, delegation
2. Features of working at a distance
   • Who can work remotely: employee competency profile for remote work
   • Features of searching for remote employees, discussion of conditions
   • Criteria for the effectiveness of employees working at a distance
   • Features of labor relations at a distance
3. Setting goals and planning employee activities remotely
   • Why is it so important to set goals for employees?
   • Rules for remote goal setting. SMART as a tool for effective management
   • Setting priorities for employees. Defining outcome criteria
   • Resource planning. Finance, marketing, events, product line management
   • Personal Performance Plan (PIP): Application Conditions and Threats
   • Basic mistakes in goal setting and planning
4. Monitoring employee activities remotely
   • Types of control
   • Frequency of control. Features of remote control
   • Control of income and expenses
   • Manager visits: technique, mistakes, areas of use
   • Feedback on the results of employee performance monitoring
5. Feedback
   • Feedback as a management tool
   • Time and place of feedback to the employee
   • Algorithm for effective feedback to an employee
   • Feedback errors
6. Communication with employees at a distance
   • The importance of communicating with employees at a distance
   • Types of communications and features of use
   • Mistakes in communication with employees at a distance
   • Laws of remote communications. Fading effect, the “damaged phone” principle, message hoax
   • Tele- and videoconferencing technology
7. Working with documents and email
   • Goals and objectives of generating documents and emails
   • Writing a letter as a time management tool
   • Assigning recipients of letters and documents. Logistics information
   • Replying to employee emails
8. Delegation, or is it easier to do everything yourself...
   • Principles of delegation
   • Indicators of under-delegation
   • Myths about delegation. Delegation errors
   • Delegation techniques and performance assessment
9. Motivating employees at a distance
   • Employee motivational field
   • Correlation between company goals and employee goals: searching for a common denominator
   • Manager representing the company in front of an employee
   • Ways to manage employee motivation from a distance. Demotivating factors
   • Signs of professional burnout. Ways to deal with burnout
   • Doing nothing as a tool to increase motivation
10. Results of the training
    • Formation of a plan for further work and individual development of participants