This post is by Noel Dykes, founder of Frankli, the people feedback platform. It begins a series that addresses remote work culture. Have questions you’d like to see answered? Let us know to [email protected]
What we do in work is one thing, but who we are in work is something often overlooked
Reflecting on my experience working in software development, consulting and management roles in Europe, Australia and New Zealand, one things stands out. The missed opportunity to tap into the personality of people in their work.
I spent many years in consulting and as a management team it was a constant challenge to ensure our staff working offsite for our clients did not lose the connection back to our company.
The longer they spent offsite, the more distant they became. Regardless of efforts to invest in tools and processes to improve this, it always felt we were up against it. What fascinates me in companies today is the energy and time invested upfront in the recruiting, interviewing and onboarding process only to let people find their own way in work over time. But why? Surely the personality and flair that those new hires showed in their interviews is something we want to encourage, develop and become an extension of our company remote work culture.
Looking at the way we work today, remote working presents a real opportunity. Many great companies have embraced this and plenty more will follow. Remote working for me offers people the ability to live a more balanced lifestyle, to claim back more time and space to be creative and to reconnect back into a community you may have previously had to leave for work. But again, I foresee challenges around connecting people back into the remote work culture of the company and ensuring people in work feel empowered to put their best self forward. IM and video conferencing tools go along way to bringing this group together and support the day to day workload.
- But what about a remote workers personal & professional development? How do we ensure goals an employee sets are relevant, achievable and clearly linked to the outcomes the company is striving to achieve as a whole.
- How do we promote a culture of continuous feedback? Where all employees regardless of physical location have a genuine opportunity to have their say.
- How we empower employees to seek out opportunities to connect in with like minded people either for social or professional activities?
- As a manager with a remote team, how do I know if my people are engaged in their work?
The questions outlined above are just some of the areas were invested in solving. In 2016, I moved back home to Sligo from New Zealand to co-found a business called frankli. We’re building products that sit on the more human side of HR. Software that takes a bottom-up, people centric view of the workplace and sets out to improve all aspects of performance management and engagement in distributed teams.
Noel is CEO and co-founder of frankli. His work experience to-date have brought him around the world starting out his career in IT with IBM in Dublin and then spending the best part of 10 years between Australia and New Zealand before returning home to Ireland and Sligo.