As the entire planet shifted to various forms of remote working over the last couple of years, the seismic shift in the structure of work brought many challenges for management. One of the greatest challenges of this new, largely remote work environment came where teams were dealing with highly complex, multi-variable projects while remaining physical separated from each other.
This massive societal shift that demanded people distance themselves affected the way individuals related to one another professionally, too, Some of the strongest impacts were felt in highly-collaborative areas like engineering. In an office setting, employees have many opportunities on any given day to interact with colleagues. These conversations often occur organically, outside of scheduled meetings, and create a sense of authentic communication. But in a remote work setting, there is no such ease of co-mingling with your team.
There are several important tips that a manager should keep in mind when managing a remote engineering team. First, it’s important to establish clear communication channels and ensure that all team members have the necessary tools and equipment to stay connected. This may include using project management software, video conferencing tools, and instant messaging platforms. There were undoubtedly growing pains associated with everyone learning how to maximize the effectiveness of new communications tools – like Slack or Zoom. Fortunately, in the engineering profession, most people were able to adapt to these new ways of interacting. In some circumstances, new efficiencies were discovered through the use of remote work platforms.
“Remotely managing an engineering team comes down to clarity of communication – from the tools and equipment needed to allow communications to flow smoothly, to the expectations that are clearly laid out for the team.”
Another important tip is to set clear expectations and goals for the team, and to provide regular feedback and support to help team members stay on track. This can include setting specific deadlines for tasks and projects, as well as providing regular check-ins and progress updates. The benefit of remote work often meant that more communications were written down, rather than just casually discussed in the office, giving clear records of expectations and visions for teams.
In addition, it’s important to create a sense of community and team cohesion, even when team members are not physically together. This can include regular virtual team-building activities and social events, as well as encouraging collaboration and communication among team members. Psychologists have rightly pointed out that physical proximity to colleagues and casual interactions are not just beneficial for professional progress, but our psyche needs the connection with other humans.
Finally, it’s important to be flexible and adaptable, as remote work can often bring unexpected challenges. This may include being willing to adjust your management style to suit the needs of your remote team and being open to feedback and suggestions from team members. One of the largest time wasters in any organization before COVID were seemingly endless progress meetings that reviewed material without providing effective forward direction. It is important that management not to duplicate this ineffectual use of a team’s time in a remote work environment. The benefits of the inherent asynchronous communications in remote environments should be leveraged to its fullest extent.
When all the elements are working well, studies have found that there are benefits to a remote work environment for engineering teams.
One study found that remote teams often experience increased productivity and job satisfaction, as well as lower turnover rates. This is likely due to factors such as the ability for team members to work from a location that is comfortable and conducive to their individual needs. When people have the ability to avoid distractions and interruptions that can often occur in a traditional office setting, more can get done.
Another study found that remote teams often have better collaboration and communication, as team members are able to use technology to stay connected and share information more easily. This can lead to increased efficiency and better decision making within the team.
Overall, the research suggests that a remote work environment can be highly beneficial for engineering teams. As long as there are clear communication channels and expectations in place – and management doesn’t veery into extensive micro-management – teams can be just as (if not more) productive than before the remote working shift occurred.
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