Module 7: Managing Remote Teams

Article: Managing Employees Working Remotely

ü The well-being of team members should be the main focus of employers during a
pandemic; employees are humans first and so are susceptible to being
overwhelmed during a crisis.

ü Given distractions exist in every home, the strongest employee's work may
decrease in quality; consequently, employers should refrain from judging
employees' value harshly but instead be understanding during this time.

ü Timelines for task completion should be made realistic/erased owing to the

disruption from key service providers and service users. Employees must
therefore conceptualize alternative means of catering to organizational needs post
pandemic.

ü Employees must be trusted to create their own work schedule, against the
distractions they face while working remotely, for high levels of productivity.

ü Employers who display appreciation for their employees, and the work they do,
and sacrifices made during a crisis will undoubtedly boost their output.

Article: A Guide to Managing Your (Newly) Remote Workers

ü Due to the many uncertainties that present itself in a crisis or other rapidly
changing circumstances, managers, and in this case educational leaders, should be
equipped and ready to manage remote employees by acknowledging the
challenges faced and their realities while lending their support with an aim of
improving their employees’ productivity and engagement level.

ü Working remotely can be demanding for employees and as such managers should
expect in some instances a decline in job performance and staff engagement.

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ü Managers and employees should ensure that they are very supportive of each
other and are in constant communication while working remotely despite the lack
of face-to-face interaction. This will ensure that stated objectives and/or specific
targets are met.

ü It is said that information is king. With that said, managers should ensure that
employees working remotely have access to information both internally and
externally with an aim to achieve organization’s goals.

ü Due to the lack of opportunities to connect with other co-workers while working
remotely, employees may complain of social isolation or loneliness and they may
feel like they do not belong to the organization.

ü With the amount of challenges linked to remote working, chief among them is
distraction at home of which managers should expect. Managers should check in
with their remote employees and ensure that they have a dedicated workspace to
work effectively as well as offer encouragement and emotional support to their
staff.

ü Managers must establish an open-door policy which incorporates a structured and

frequent check-in system with their employees who are working remotely.

ü Remote workers benefit more from having several different communication

technology options such as written, video and audio which enables quicker and
better collaboration and communication.

ü In engaging employees working remotely, managers should provide

opportunities for employees to interact socially by leaving sometime at the
beginning of a meeting or a team call for non-working items.

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Article: Emergency Administration in Emergency

The Ministry of Education, Youth and Information established an Education in

Emergencies Plan since the advent of Covid-19 in preparation for the closure of all schools
in Jamaica effective March 13, 2020.

Information and Communication Technologies (ICT) became the focus of teaching and
learning, and the management and supervision of all schools in light of the complexities.

Key issues

Work Schedule

ü During the Covid-19 pandemic, school leaders, academic and non-academic staff
members are to be considered present at work and are expected to engage/activate
provisions that will facilitate the continuation of the learning and teaching process.

ü Communication is to be constant and open with maximum use of available

platforms to reach all learners.

Granting of Leave while Working Remotely

ü All protocols currently existing for the application of sick, maternity or vacation
leave will continue unless otherwise informed, however applications will be
accepted electronically.

Resumption of Staff during Covid-19

ü All protocols relating to leave resumption remain in place; with the exception for
individuals who were/are on vacation study leave, who are unable to return to
Jamaica owing to border closure.

ü Such individuals are expected to request special leave in writing; that can last for
3 months or until the reopening of our borders.

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Assumption of duties during Covid-19

ü There should be no employment of new staff, acceptance of resignation (on

humanitarian grounds) or change in post across schools except in the instances
where all documents were signed prior to the closure of schools; March 13, 2020.

Guidelines for School Nurses, Guidance Counsellors and Deans of Discipline during
COVID-19

ü School Nurses are permitted to assist in the public health system, with written
notification to the school Board, while dean of disciplines and Guidance
Counsellors are expected to join online classes to aid in behavioural challenges and
maintain contact with students.

Payment of Temporary and Contract Staff

ü All temporary and contract staff members funded by MoEYI are to be paid per
payroll throughout the covid-19 pandemic; special consideration should be given
to individuals directly employed by the school upon an assessment by the school
Board.

Distance learning Tips for Teachers

ü Teachers are expected to consider the emotional and health needs of students and
so it is important to check in on their well-being while they are coached through
lessons during this period.

ü Provide students with the ability to interact well with their peers in an online space
while practicing cyber etiquette and developing positive relationships and
academic prowess.

ü Self-pace is of utmost importance and so lessons must be delivered in sizes and

through methods that will enable students to absorb the lesson.

ü Teachers should develop students' use of technology while delivering lessons

using online modalities.

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 ü Networking with peers will be an instrument to teachers’ effective delivery of
online lessons.

Article: The Best Way to Evaluate Remote Employees

ü There should be clearly defined goals and expectations of what is to be done

followed by an assessment of what is achieved from doing as opposed to the
process of doing.

ü In evaluating employees, leadership must realize the correlation between their

behaviour and performance, as organizational success is at highest when
achievements are accompanied by established channels.

ü Evaluation instruments should promote organization's core values and personal

integrity; as such employees are mandated to ensure internal evaluations observe
all areas of the employee; productivity and adherence to established protocols.

ü Employers must establish a set of SMART objectives that supports identified goals
that are clearly defined with achievable timelines, aimed at delivering results and
engagement.

ü Evaluations in the virtual environment should be engaging; the employer

commences conversation with employees from the development/selection of an
evaluation instrument. Throughout the engagement process, employees deserve
ongoing feedback in order to facilitate self and organization development.

Video: Managing Remote Teams

ü The remote workspace must mirror the physical; structured unambiguous

expectations and high levels of productivity.

ü All team members must be provided with the required resources and trusted to
complete their usual task.

ü Activities done by team members are secondary; goals and outcomes are to be the
focus.

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 ü Team members should not feel overwhelmed as their emotional well-being is of
utmost importance, consequently the number of tasks delegated should be
controlled.

ü Engage team members in social activities through the use of technology, to raise
enthusiasm and team spirit.

Video: Local Context

ü School leaders must ensure that the e-environment teaching and learning is
centralized and delivered through a singular medium that allows for virtual
mobility and proper management.

ü The education of parents on the operations of the online spaces is of utmost

importance and such training comes to the forefront for both parents and students;
hence a Communication Plan becomes vital.

ü It is the school leaders’ duty to ensure teachers are provided with the resources
and all students are accounted for during.

ü The remote leader must be guided by the values; Trust, Accountability,

Accessibility and Structure.

ü Communication becomes of utmost importance among stakeholders to ensure

accountability.

ü Lesson planning, lesson monitoring and feedback are areas that should receive
special focus by school leaders.

ü A Behavioural Policy is integral to the virtual space as it is in the physical space.