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The Future of Work and Communications —an employee relations challenge

The Future of Work and Communications —an employee relations challenge. Jill Podolsky May 19, 2010 www.linkedin.com/pub/jill-podolsky/0/115/b83. Communications Game. A problem needs to be solved No talking--only communication is through post-it notes (email)

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The Future of Work and Communications —an employee relations challenge

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  1. The Future of Work and Communications —an employee relations challenge Jill Podolsky May 19, 2010 www.linkedin.com/pub/jill-podolsky/0/115/b83

  2. Communications Game • A problem needs to be solved • No talking--only communication is through post-it notes (email) • Time bound and urgent—10 minutes to solve • What gets communicated? By whom? To whom? How to ensure effective communication? • Who do the rows represent? • A=top leader; corporate office; headquarters • B=mid-level manager; matrixed manager; cross-functional project lead • C, D, E=individual contributors; remote workers; customers; suppliers;

  3. Communications Game • Key learnings:

  4. Future of Work/Communications • Old Workforce Environment • Most employees in one location with several buildings • Clumps of field offices • Some sales people work from home • New/Future Workforce Environment • One smaller “headquarters” location • Technology—texting, emailing, etc. • Fewer field offices • Employees work from home (distributed workforce)—any time, any place • Results Only Work Environment (ROWE) • Manage to results, not to time in “office”

  5. Future of Work/Communications • Benefits: • Hire the best skilled employees wherever they are • People get work/life flexibility • People are measured on actual results, rather than time • Less facilities costs for company • Diversity (in the broadest sense)—better reflection of customers • Challenges: • Learning curve and need for observation (by employee and manager) • Small group brainstorming/spur of the moment • “Hallway/drive by” conversations/decisions • Manager “trust” that results are achieved; performance management • Letting go of old thinking about how/when work gets done • Engaging distributed workers—(how do you keep the “human”/caring element; career development; events) • Building teams with remote workers • Meeting management • Training

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