The COVID-19 pandemic precipitated a changing landscape for workplaces. With lockdown laws necessitating working from home arrangements for most organisations, companies have realised that remote working offers unique opportunities for workplaces and employees having more flexibility with their working location. With many organisations now equipped to handle remote workers, companies are now more able and willing to hire virtual employees; employees that, due to their location or circumstance, work entirely remote. This has been beneficial for organisations by widening a talent pool that is no longer limited by location.
However, employing virtual workers can come with its own set of difficulties. As virtual employee relationships are established and maintained entirely through technology, they can feel less committed to their organisation, increasing the likelihood of turnover. However, there are several key steps organisations can take to ensure that virtual workers feel valued, supported, and remain engaged with their organisation.
There are two types of organisational commitment: continuance commitment and affective commitment. Most companies only consider continuance commitment, which is purely transactional; if a person believes that they are fairly compensated for their time and effort, they’ll remain with their employer. However, continuance commitment is actually less impactful than affective commitment.
Affective commitment involves an employee’s sense of emotional attachment and identification with their organisations culture and mission. Affective commitment is more difficult to establish with virtual employees, as traditionally, intercompany identification and bonding usually occurs face to face or via incidental interactions within the office. However, Scott Dust, Ph.D, a professor at Miami University, has devised several tactics organisations can employ to increase affective commitment for virtual employees:
- Ensure onboarding processes are face to face, even if it’s only for two days. People are more comfortable asking questions and raising concerns when they are able to read another person’s body language and understand the culture within the room. This means that workers are more likely to clarify their understanding of processes, allowing them to feel fully equipped to deal with their responsibilities.
- Establish quarterly on-site events where all remote employees come to a physical meeting place to network, participate in team building events and establish connections. Ensure that the on-site experience is enjoyable and useful; it could include professional development as well as fun activities. But don’t just expect your virtual workers to come to you. Managers and team leaders can fly out to meet virtual employees on a regular basis to establish strong relationships and a sense of trust within the organisation.
- Ensure that your organisation has HR technology that facilitates professional familiarity. If virtual employees are able to understand their colleagues’ strengths, values and skills in an accessible way, they are more likely to involve their colleagues in projects, which facilitates trust and engagement, both important precursors to affective commitment.
Virtual employees can add immense value to an organisation. Ensuring that those employees feel valued and respected can greatly enhance your workplace culture and lower turnover rates.
