2019 - Virtual Team Management: Understanding the Contracts, Legal Mandates and Managerial Viewpoints

OVERVIEW
More and more organizations are “going virtual,” whether it is an employee who telecommutes, a team of workers in another country, or simply an employee who extends her or his workday by checking e-mail or downloading a document from Dropbox that connects to their phone, iPad, or home computer. Approximately 80% of U. S. workers continue to do business remotely after normal work hours. More and more organizations are incorporating telecommuting and other forms of virtual work into their workforce with great success and reduction in costs.
Implementing prevention strategies to minimize liability includes designing and developing “virtual” policies, strengthening virtual leadership and training managers and employees who will be engaged in the virtual environment.Examining, planning, and implementing legal and contractual issues are not always considered in the same way when managing on-site workers. Failure to address these perspectives is at the organization’s and management’s peril.
For example,
• what technological and management strategies should you incorporate to protect your interests?
• What, if any, contract should be created for your remote teams?
• Who pays the home office electric bill for a telecommuter?
• Are there additional challenges for the non-exempt worker?
The virtual workplace is a reality that is expanding and influencing how organizations do their work. The new virtual work environment offers exciting opportunities as well as challenges to avoid liability. Managing remote employees requires a management mindset change that differs from managing on-site workers.
WHY SHOULD YOU ATTEND
Accomplishing work in the new millennium has become synonymous with Virtual Leadership. The current competitive business environment and the changing nature of work and the workforce requires effective leadership that spans the boundaries of time and space to help employees to work together — apart.
Leadership of virtual teams is not the same as leadership of face-to-face, co-located teams. Leading remote teams is more difficult; it requires a dynamic interaction between technological systems and human systems that the virtual leader has to address and balance for work to be accomplished.
AREAS COVERED
• To list 4 essentials for virtual teamwork
• To identify best characteristics of remote teams
• To discuss tools & techniques to facilitate “working together apart” in virtual environment
• To identify the tips for effective virtual meetings
• To discuss importance of virtual contracts
• To determine the best data security
LEARNING OBJECTIVES
• To identify the remote/virtual employees
• To list recommended elements of a virtual team contract
• To explore steps to avoid discrimination claims
• To describe wage and hour obligations for virtual employees
• To discuss ergonomics for the telecommuter, along with health risks, and virtual workplace injuries
• To define essential competencies of virtual leadership
WHO WILL BENEFIT
• Team Leaders
• Supervisors
• Middle Managers
• Administrators
• Directors
• Senior Leaders
• Human Resources Professionals
• HR Generalists
• HR Managers
• Risk Managers
• Attorneys
• Any Manager of a telecommuter or virtual employee/team
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