With an increase in requests for remote or hybrid work environments, business owners and managers learned there are pros and cons to offering such options.

Keeping this classification of employees engaged and productive requires new best practices for business professionals and leaders to implement.  While the job tasks might not change, the mindset of individuals working with more autonomy could.  Recognizing the differences between in-office and remote work structures allows employers to address the unique needs in a remote workplace by setting the stage for effective and productive teams.

Let’s start by reviewing some of the challenges associated with a remote workforce.  While some thrive working by themselves, everyone experiences isolation at some point with less face-to-face interactions.  Lack of socializing opportunities could increase productivity or decrease motivation depending on the individual.  Additionally, distractions in the home from other family members, television programs and personal phone calls could lead to a lack of focus.

The best offensive is a great defense. Getting to know the unique traits of your employees offers a proactive approach to manage them both as individuals and part of a team. Analytics into productivity and engagement become key in managing expectations. Vetting work-from-home agreements provides structure as a starting point. This could include set office hours, working in a separate or dedicated “office” space at home, restricting working to the home address, and monitoring computer use through technology to ensure productivity. Employers might also consider daily check-ins and video calls with cameras on to enhance the feeling of accountability, belonging and professionalism. Combining work activities with social virtual events provides the camaraderie human beings enjoy whether they admit it or not.

Managing a hybrid team requires consistency from the manager as well. Regardless of the type of team member, it’s important to require the same level of commitment and performance from each person. Consider these tips:

Set SMART goals that are specific, measurable, achievable, realistic and timely. But also keep goals fluid as projects move toward completion.

Clearly communicate key performance indicators.

Identify barriers to success as well as solutions.

Allow flexibility for time and work style as long as business needs are met. Prioritize results over hours worked.

Encourage regular breaks.

Ensure managers are available for unscheduled calls.

Check in often to assess needs or requests to increase efficiency and satisfaction.

Acknowledge accomplishments.

Show appreciation and say thank you often.

The next area to review is how individuals comprise a team. Many of the same techniques to determine traditional teams apply to hybrid or fully remote work teams. We still learn the abilities, knowledge, skills, strengths and weaknesses of individuals and assign team roles to achieve business objectives and goals. Through interactive virtual meetings, continue to support groups and celebrate accomplishments and discuss challenges together. This support could come from teammates or the project leader at different times, just as they do in an in-person setting.

While we’ve learned how to handle tasks, personalities and technology, one more important thing must be discussed: culture. Bringing culture to hybrid teams poses more of a challenge. There are fewer opportunities for employees to get to know each other’s interests, likes and dislikes. But employers can recreate this experience with video conference rooms or message channels. Randomly pair employees for short, virtual chats. This might seem awkward at first, but employees quickly develop relationships through this outlet. Think about company rituals — the tangible as well as the unspoken ones. Whether those include monthly happy hours, milestone events, birthday celebrations or lunch ‘n’ learns with the CEO, adapt cultural rituals to a remote setting or even invent new ones.

Survey employees to determine what kind of arrangements they prefer going forward. Ask them about the best ways to interact with each other. What types of virtual events do they find engaging? Some companies are changing their physical workspaces into collaborative spaces designed more for group work and large discussions than individual workstations.

Regardless of the tools, leaders must maintain a balance between micromanaging and supporting employees. With a new world of work-from-home options and advancing technology, there’s an opportunity to adapt and shape collaborative efforts to meet new demands and support diverse opportunities in an ever-changing working reality.