5 tips to maintain trust and a healthy culture for remote workers

With the news that AMP is embracing a remote work model with 300 staff across Wellington and Auckland working from home, many of us are pondering the question

‘Should I consider a remote work model and how can I know those workers will be as productive as on-site workers?’

To follow are a few tips and resources that will help you to understand if a remote work model will work for your organisation.

Eliminate surprises to build trust

Encourage trust through autonomy. It’s human nature to lean towards 1:1 communication forms such as side conversations, personal emails and chats, but using public forums like Microsoft Teams channels can be significantly more potent for employee autonomy and your organisational culture. Read the article

5 questions to ask yourself when micromanagement takes over

Leaning towards micromanagement to maintain control? To promote an effective trust culture for remote workers, your team will fare better if working autonomously. Micromanagement will not help long term – what should matter are performance and communication. Read the article

The 2020 State of Remote Work Report

Published by Buffer and AngelList in March 2020, The 2020 State of Remote Work report, along with concurring reporting from the Wall Street Journal and Financial Times suggests that remote work options are indeed becoming the new normal. Read our review

The new normal – built on remote work and trust

The relationship between a manager and the remote worker involves varying levels of trust including calculative, value, or norm-based trust, system, contractual, individual and organisational trust. For a detailed breakdown of trust levels, download the research paper Trusting Remote Workers

What is team culture in the workplace?

How do we create an environment in which our people can work at their natural best?  Leaders are not responsible for results, they’re responsible for the people who are responsible for the results. Watch the presentation by Simon Sinek Trusting Teams