Preparing the Next Generation for Remote Work

As the global workplace continues to evolve with the increasing shift towards remote work, new entrants to the workforce face unique challenges adapting to virtual workspaces without prior experience or understanding of on-site office environments. In this article, we discuss the potential problems faced by these individuals and outlines strategic solutions that organizations can implement to effectively equip the next generation of remote workers.

Challenges of Remote Work for the Next Generation

The advent of digital technologies and the internet has dramatically transformed the global workplace, fostering an environment conducive to remote work (Battisti, Lippi & Pelli, 2020). The surge in remote work due to the 2020 pandemic further accelerated this transformation (Brynjolfsson et al., 2020). However, as the next generation enters the workforce with little or no understanding of traditional on-site office environments, they face unprecedented challenges in adapting to the virtual workspace.

The lack of physical office environments and face-to-face interactions pose numerous challenges, such as isolation, lack of clear boundaries between work and personal life, difficulty in communication, and the potential for decreased motivation and productivity (Kniffin et al., 2021).

For instance, the lack of spontaneous, in-person interactions and mentorship opportunities can potentially limit professional development and networking opportunities for new workers. The reduced visibility and limited informal feedback often encountered in remote settings might also hinder the recognition of their efforts and subsequent career progression (Madsen, Miller, & John, 2021).

New workers might struggle to establish clear boundaries between their work and personal lives when working remotely, leading to stress and burnout (Son et al., 2020). They may also lack necessary digital literacy or struggle with technology-related issues, further escalating the challenges (Helsper & Reisdorf, 2017).

Organization Level Strategies to Equip Future Remote Workers

Organizations must adopt proactive strategies to mitigate these challenges and equip the next generation of workers for success in remote work environments.

1. Structured Onboarding and Mentorship Programs

Organizations can introduce structured onboarding programs tailored for remote work, which include virtual tours, meet-and-greets, and comprehensive training sessions on digital tools and platforms (Taneja, Pryor, & Toombs, 2011). Additionally, implementing virtual mentorship programs can foster meaningful connections and facilitate the exchange of knowledge and skills (Allen, Eby, & Lentz, 2006). These findings though put forth almost 20 years ago, still hold true today!

Onboarding & Mentoring Applied

Imagine a new graduate who has recently joined a remote work organization. Without structured onboarding and mentorship programs, they may struggle to understand their roles and responsibilities, the company culture, and the various digital tools they need to use. A well-structured onboarding program, coupled with a mentorship initiative, can guide these young professionals through their initial days, clarify their roles, and accelerate their learning process.

2. Communication and Collaboration Tools

Organizations can provide and train on appropriate tools and platforms that facilitate smooth communication and collaboration to bridge possible generational gaps. Regular virtual meetings, collaboration platforms for instant messaging, video conferencing, screen sharing, and project management tools can enhance teamwork and keep everyon on the radar by maintaining visibility of individual contributions (Bao, Xiong, Hu, & Dasgupta, 2020).

Communication & Collaboration Applied

Take the case of a young professional who is new to the workforce and has just begun working remotely. They could face difficulties in understanding tasks, coordinating with the team, and effectively managing their work due to inadequate communication and collaboration tools. By providing the right tools and training to use them, organizations can ensure smooth coordination, efficient work management, and enhanced team collaboration, leading to improved productivity and job satisfaction.

3. Employee Well-being Initiatives

Companies can prioritize the well-being of their employees by promoting a healthy work-life balance, offering flexibility, providing mental health resources, and encouraging regular breaks (Pfeffer, 2020).

Well-Being Initiatives Applied

Consider a new graduate who has just started their career in a remote setup. The lack of a clear boundary between work and personal life could lead to a feeling of being ‘always-on,’ potentially causing stress and burnout. By introducing well-being initiatives such as flexible working hours, mental health resources, and regular break reminders, organizations can help these individuals maintain a healthy work-life balance, reducing stress and enhancing productivity.

4. Continuous Learning and Development

Continuous skill development, particularly productivity, professionalism, and soft skills like self-management, communication, and adaptability, can be useful. Providing access to e-learning platforms and encouraging lifelong learning will be crucial in this regard (Whitelock, Thorpe, & Galley, 2012).

Continuous Learning & Development Applied

Imagine a recent graduate who has entered the workforce with basic skills but lacks advanced digital literacy or other soft skills crucial for remote work. Without continuous learning opportunities, they may struggle to keep up with the evolving digital landscape, which could impact their performance and growth. By promoting continuous learning and development, organizations can ensure that these young professionals continually enhance their skills, stay updated with the latest trends, and thrive in their careers.

5. Foster a Culture of Trust

Trust is the cornerstone of remote work success. Managers must exhibit trust in their employees’ ability to manage their work effectively. A study conducted by Breuer, Hüffmeier, & Hertel (2016) identified trust as a critical factor in successful remote work scenarios. Managers should avoid micromanaging and instead focus on objectives and outcomes.

Culture of Trust Applied

Consider a scenario where a young professional entering the workforce has just begun their first remote job. Without a physical office space or in-person supervision, they are often left to manage their own time and workload. If the management doesn’t exhibit trust, this can breed anxiety and confusion in the new employee, impacting their productivity and overall job satisfaction. This is why organizations need to foster a culture of trust, as it allows new remote workers to develop confidence in their abilities and fosters personal responsibility, ultimately leading to improved performance.

6. Promote Virtual Socialization Opportunities

Remote workers often feel isolated and detached from their co-workers (Gajendran & Harrison, 2007). To mitigate this, organizations should introduce virtual socialization opportunities like virtual coffee breaks, team-building activities, and informal chat channels where employees can interact on a personal level.

Virtual Socialization Applied

Take for example, a new graduate entering the workforce in a remote setting. Without an office environment, they are potentially missing out on the daily social interactions and office culture that provide informal learning experiences and foster a sense of belonging. By promoting virtual socialization opportunities, organizations can help these young professionals build relationships with their colleagues, which can prove critical in professional development, problem-solving, and job satisfaction.

7. Inclusive Leadership

Leadership plays a vital role in remote work environments. Remote workers may feel excluded from organizational decisions due to their physical separation from the office. Organizations must embrace inclusive leadership practices, ensuring that remote employees are considered in decision-making processes. A classic study by Nembhard & Edmondson (2006) emphasizes the importance of inclusive leadership in creating an open environment where employees feel valued and included. The findings stay true even in today’s dynamic work environment.

WorkForceRemote provides training for leaders that include strategies for leading multiple generations in the remote and hybrid workplace in our Remote Coach Certification track.

Inclusive Leadership Applied

Let’s consider a recent graduate who’s just joined an organization as a remote worker. They might feel isolated and disconnected from the decision-making processes that occur ‘on-site’. This can lead to feelings of exclusion, and they may be less inclined to share their ideas or voice concerns. By promoting inclusive leadership, organizations ensure that all voices are heard, regardless of the employees’ physical location. This not only increases the sense of belonging but also promotes diversity of thought, ultimately leading to better decision making and innovation.

Summary

As the shift to remote work continues, organizations must be proactive in addressing the unique challenges faced by the next generation of workers entering the workforce without prior on-site work experience. By implementing strategic onboarding and mentorship programs, leveraging communication and collaboration tools, prioritizing employee well-being, and promoting continuous learning and development, organizations can equip these individuals for success in the virtual workspace.

Final thoughts

As we navigate this new era of work, preparing the next generation of remote workers is more critical than ever. It’s time to take action. Begin your organization’s journey today with WorkForceRemote.org.

At WorkForceRemote.org, we understand the unique challenges and opportunities presented by remote and hybrid work environments. Our certification programs are designed to equip your young professionals with the necessary skills and tools to thrive in these settings. Our courses offer comprehensive training on productivity, cyber security, professionalism, communication, self-management, and much more, all designed with the remote worker in mind. Explore our Remote Professional Certification track.

But we don’t stop at initial training. We recognize that professional development is a continuous journey, not a destination. That’s why we provide ongoing learning opportunities to help your team adapt to the evolving digital landscape. From advanced digital tools to the latest remote work best practices, we offer an extensive range of professional development courses to keep your team at the forefront of this digital revolution. Discover our Professional Development Trainings.

Don’t let your next generation workers venture into the world of remote work unprepared. Equip them with the skills, tools, and confidence they need to excel in their roles. Start your journey with WorkForceRemote.org today – because the future of work is here, and it’s remote.

Contact WorkForceRemote.org now, and let’s build the future of work together!

References

Allen, T. D., Eby, L. T., & Lentz, E. (2006). Mentorship behaviors and mentorship quality associated with formal mentoring programs: Closing the gap between research and practice. Journal of Applied Psychology, 91(3), 567.
Bao, S., Xiong, H., Hu, Z., & Dasgupta, S. (2020). Remote Work: The Productivity Effects of Geographic and Temporal Flexibility. SSRN Electronic Journal.
Battisti, M., Lippi, M., & Pelli, V. (2020). Work Smart: Your Formula for Unprecedented Professional Success. Journal of the Association for Information Systems, 21(3), 647-688.
Breuer, C., Hüffmeier, J., & Hertel, G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. Journal of Applied Psychology, 101(8), 1151–1177.
Brynjolfsson, E., Horton, J. J., Ozimek, A., Rock, D., Sharma, G., & TuYe, H. Y. (2020). Covid-19 and remote work: An early look at US data. NBER Working Paper Series, w27344.
Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541.
Helsper, E. J., & Reisdorf, B. C. (2017). The emergence of a “digital underclass” in Great Britain and Sweden: Changing reasons for digital exclusion. New Media & Society, 19(8), 1253-1270.
Kniffin, K. M., Narayanan, J., Anseel, F., et al. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63-77.
Madsen, S. R., Miller, V. D., & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference? Human Resource Development Quarterly, 16(2), 213-233.
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966.
Pfeffer, J. (2020). Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It. Harper Business.
Son, C., Hegde, S., Smith, A., Wang, X., & Sasangohar, F. (2020). Effects of COVID-19 on college students’ mental health in the United States: Interview survey study. Journal of Medical Internet Research, 22(9), e21279.
Taneja, S., Pryor, M. G., & Toombs, L. (2011). Perceived organizational support and turnover intentions: The mediating effects of performance-based outcomes. Journal of Applied Business and Economics, 12(5), 71-82.
Whitelock, D., Thorpe, M., & Galley, R. (2012). Learning across boundaries: Mobile virtual communities. British Educational Research Journal, 38(3), 457-478.

Let us help!

At WorkForceRemote.org we understand the unique challenges and opportunities presented by remote and hybrid work environments. Explore our Remote Professional Certification, Remote Leader Certification, and Remote Workplace Certification tracks, or contact us about our Consultation Services. We also offer ongoing Professional Development courses to support continuous learning.