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REMOTE WORK

Make online team meetings work for you

By Lynne Curry If you dread online meetings–attending them, hosting them–and long for meetings to become more than a necessary evil, you can make it happen. Recently, I hosted a two-day, 15-hour meeting that the 17 attendees said “zoomed by,” “was fun, kept me engaged the entire time;” and “made an hour seem like five minutes.” Here’s how we did it. A “you” start We started with the “real,” with questions like “how is remote working for you this week?” Real value Before I launched into the first topic, I asked everyone what they hoped the meeting focused on and what results they wanted from it. Everyone listens to the same radio station, WIFM, “what’s in it for me”. If your meeting attendees know from the start, they’ll receive value,… . . . read more.

MANAGING STAFF

7 things to require of your moonlighting employees

By Lynne Curry “One of our highly paid staffers works remote. We don’t want to lose his talent, but he used to work 45 to 55 hours a week and now half the time I can’t find him when I call. He always calls me back, but it’s hours later. Last year, he was the first to volunteer for special projects. He doesn’t anymore. I heard a rumor he’s working another job, and I’m wondering if we’re getting what we’re paying for.”     “I found this site, overemployed.com. It taught me how to work two or three remote jobs at the same time and attain financial freedom. It even shows me how to negotiate a severance if one of the employers finds out and gets nasty.1” In recent weeks, I’ve… . . . read more.

TOOL

Model Code of Conduct for Virtual Meetings

Far from eliminating workplace harassment, telecommuting has only caused it to morph into digital forms. As a result, medical offices and other employers need to tweak their harassment policies to deal with the new face of harassment. The virtual meeting, in particular, has become the digital age version of the holiday office party where employees feel emboldened to do and say things they wouldn’t dream of doing and saying to co-workers in-person. How do you crack down on this behavior? The starting point is to implement a Code of Conduct Virtual Meetings. Here’s a template you can adapt.

COMPLIANCE

Beware of privacy pitfalls when remotely monitoring telecommuters

Before the pandemic, most US employees worked primarily from an external workplace; today far fewer do. While employers continue to try coaxing employees back to the workplace, it’s an uphill battle, with many remote workers preferring to spend at least some of their working hours at home. In short, as with other employers, medical offices need to adjust to the realities of telecommuting. Among the biggest challenges will be maintaining productivity. One potential solution is to deploy technologies that monitor employees’ whereabouts and use of computer and other work equipment to verify that employees who work remotely are actually doing their jobs. Unfortunately, doing this exposes your office to liability risks under privacy and other laws. Here’s a look at the risks and how to manage them. Remote monitoring &… . . . read more.

TOOL

Model Medical Office Employee Remote Monitoring of Telecommuters Policy

Letting employees telecommute poses significant operational and management challenges to employers, not the least of which is ensuring that employees are actually doing their jobs and meeting expected productivity standards when working from home. Software, apps and other monitoring technology can go a long way in meeting this goal; but it can also get you into hot water under privacy and other laws. The best way to manage privacy liability risk is to include specific language in your telecommuting policies and arrangements that provides for monitoring. The idea is to let employees know exactly what you’re going to do and how, and ensure they don’t have reasonable expectations in the information collected. Here’s some model language you can adapt for your own use.

HUMAN RESOURCES

How to conduct a virtual investigation

By Lynne Curry bio Question: We have a messy situation we need to investigate involving 12 and possibly more employees at remote locations. Nine months ago, we laid off our human resources officer. The accounting manager and I inherited many of her duties. Both of us have investigated minor issues in each of our departments, and our former human resources officer left a good protocol for conducting investigations in her file. The protocol calls for bringing involved individuals into the corporate office to interview them. In the past, we spent considerable money flying employees in from the field for interviews. We lack the financial resources to do that this time. Also, while we know who was immediately involved in the situation, we won’t know which other individuals we may need… . . . read more.

MANAGING THE OFFICE

Telecommuters not working out? It’s not the flexibility that’s the problem; it’s your training program

Are you seeing a surge in low morale and unproductivity among your remote workers? Research suggests that it may be your lack of strategy and training…


. . . read more

EMPLOYEE BENEFITS

Nightmare on Main Street: Scary commutes

As the spookiest day of the year approaches, staffing firm Robert Half highlights the cities with the most hair-raising commutes. Last month, the company surveyed more than…


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