By undertaking a regular assessment of their remote workers’ feelings of connectedness, together with their views of their available energy, employers are able to provide the relevant support, encouragement and guidance that their remote teams need to flourish in an effective remote working culture.
We see connectedness as being something we can measure, and affect positively with interventions, in four major areas:
- Connected to the Organisation – This refers to a sense of correspondence between my organisation’s values and my personal values, and a sense of connectedness to the mission of the organisation. There is also a sense of how much the organisation’s values align with global democratic values, and of the degree of alignment between my goals and those of the organisation.
- Connected to my Manager – This refers to a belief that my Manager understands work life balance and work-home boundaries, and actively supports me in achieving balance. I feel that my Manager is interested in me as a person and as a professional, and that we can place trust in each other.
- Connected to my Co-workers – I feel that my co-workers can be depended on, and that I am safe to share personal and family information. I also feel that I am encouraged to have social as well as work related interaction. My co-workers respond to me quickly, and I can trust them.
- Connected to my Tasks – My work gives me a feeling of intellectual satisfaction, stimulation and challenge. I feel cheerful and full of life at work. I enjoy the freedom and flexibility of working remotely.
In each of these areas we are able to draw on research to show that, for example, high levels of reported Organisational Connectedness, which include positive perceptions of being accepted, respected, included and supported in the organisational social environment, are linked to increases in wellbeing, resilience and ultimately productivity.