What are suggestions for making sure that early-career employees feel they have opportunity to be promoted in a remote-working environment, where they don't get close day-to-day contact with leaders?
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Managing Partner in Miscellaneous2 years ago
Make Slack the expected place for discussions, decisions, announcements etc. for everyone, top to bottom. Teams is a mediocre substitute but better than nothing. Kill internal e-mail.Associate Vice President, Information Technology & CISO in Education2 years ago
I think that the idea that remote working leads to reduced day-to-day contact with leaders is false. I started a new role during the pandemic and built a cyber team fully remotely, without once stepping foot in the workplace.I gave my employees the same opportunity to be visible in front of leaders remotely as I would on-site. They delivered the presentations, they answered the tough questions, and they shone and received the kudos when we did well.
I think this is more a question about leadership style and ensuring your teams are given the visibility they deserve. Does remote working add challenges here? Sure. Does it allow us opportunities as well? Absolutely!
One of the benefits of being remote, especially for early career employees is taking a little bit of the edge off of being in front of an executive and a crowd of them at that, and trying to remember content, etc. In a remote world, they can have their notes right there on the screen and seamlessly communicate all while in underwear (I jest... Kind of).
Hope that helps!
CIO in Education2 years ago
We need to be aware of proximity bias as leaders and provide early-career employees with better ways to engage (skip level meetings, higher visibility projects, chances to meet with the leadership team are all examples that come to mind).CTO in Healthcare and Biotech2 years ago
I don't see a difference between remote employees and the ones that aren't. In the end, communication is essential to have a strong team, regardless of where they are located. I strongly suggest you have weekly 1:1 with them in which the camera must be on ( This way, they will feel closeness rather than just plain audio ).Also, as was mentioned by @Jared Relmer, use Slack to communicate hastily and foster an open-door policy, so they can reach you as soon as they need it.
Be in touch with them constantly along with the 1:1.
VP of Product Management in Software2 years ago
1. Creating "freedom within a framework" - Without informal opportunities to get face-to-face feedback, creating clear expectations and a framework in which to work can help them meet and exceed in role. 2. Identifying and creating mentorship opportunities - Identify who inspires them, who could be a mentor, who needs to know them to advocate for their promotion and then find ways for them to present, meet, collaborate, and learn from those individuals.
3. 360 Feedback - Add additional structure to feedback loops. In addition to performance cycles, add more frequent 360 feedback loops and other opportunities to get constructive, timely view into performance.