Energy companies have always had field crews that serviced their wide range of infrastructure equipment. Recently, they added a number of white collar workers who spend parts, and in some cases all, of the work week at home. Managing transient workers is different than overseeing individuals who come into the office each day. So, what are good processes for executives to follow?
Energy companies transitioning to remote working face communication challenges. Clear communication enables employees to build up feelings of trust, togetherness, and personal bonds. With remote connections, the number of one-on-one interactions drops, often significantly. Utilities do not want their company culture and camaraderie to deteriorate, but such a change is possible, especially when the volume of remote work increases significantly.
Change is difficult, and many employees become uncomfortable. They find themselves working from home, perhaps for the first time, and can feel lost and become resentful. Managers should proactively seek opportunities to catch up with employees and connect on a personal level on a regular basis, Conduct periodic anonymous surveys also helps to solicit employees’ questions and understand their concerns.
Set Clear Expectations
Working remotely establishes different workflows than being on-site. Therefore, leaders need to provide clear guidelines to employees, so they understand how to operate under these new circumstances.
Managers need to define new norms, so employees understand how to meet performance goals. They should be given a list of specific actions. Job requirements need to be outlined well in advance of due dates. Corporations can use tools, like data analytics, dashboards, and spreadsheets, to track progress, so everyone understands where they stand now and what needs to be done next.
Regular touchpoints with the full team, despite the physical location of individual members, are another key to staying synchronized, avoiding miscommunication, and remaining focused on progress. Having clear decision-making and escalation paths are essential to keeping operations running smoothly.
What Management Must Deliver
In many cases, managers need to adjust as well as the front line personnel. They may feel out of sorts and be tempted to overcompensate. They need to lead—not micromanage—from afar. They must delegate decision-making power and empower team members to make autonomous decisions when needed.
Finally, energy companies must ensure that employees have the tools to work at home. They require an adequate technology infrastructure, one with sufficient Internet bandwidth and a desktop system, so they can access the company’s business applications quickly and easily.
Remote workers are becoming a bigger part of energy company workforces. Consequently, how executives oversee these work crews needs to change as well. Establishing regular personal communication, establishing clear guidelines, and providing a robust computer infrastructure helps them be effective in this often unfamiliar environment.
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