Today, no matter where you are in the world, it is not unusual to be working with an Amsterdam analyst, a San Francisco strategist or a Dubai designer. As companies seem more and farther for workers, they unlock a variety of benefits, from broader groups of talents that make it easier to find specialized talent for the injection of new perspectives that offer information about various customer bases.
While most business leaders agree that developing the appropriate workplace model is crucial for the success of their company, Only 24% He feels that his organization is really ready to completely adopt a distributed workforce. The list of possible reasons for this is long. Common concerns include navigating different cultures, time areas, legal requirements and compliance obstacles.
We recently investigated How these problems manifest at each stage of the employee’s life cycle: contracting, incorporation and management. This is what we discover about the challenges of managing global teams and solutions.
The challenges of a global workforce
There are three main areas of difficulty facing distributed organizations.
- Operating at a global scale
Traditional methods to hire global workers, such as the opening of legal entities, are clumsy and expensive. Compliance management worldwide is not a joke: snowing laws in multiple countries increase the possibilities of erroneous classification sanctions and other legal problems, so more companies are turning to a registration employer solution (EOR). - Creating a unified team
The construction of teams in several countries comes with logistics and cultural obstacles. Clear communication is much more difficult than it could be in person, especially with workers operating in different time areas. This means that global human resources teams must create robust communication policies and guidelines to help teams stay compromised and loop. - Driving from distance
Global Workforce Management is the best test of leadership qualities. Employees with different cultural history can have different communication styles, job expectations and even attitudes towards the hierarchy. If managers are not sufficiently conscious and sensitive to these differences, misunderstandings and conflicts that increase morality are often the result.
These are thorny and intertwined problems, but that does not mean that they cannot be resolved. Here are some concrete solutions that you can use to support your own workforce.
Operate on a global scale
Operating on a global scale is not purely a problem. In fact, it is one of the main attractions to build a global workforce in the first place. A distributed equipment can serve a global customer base, with sales and customer service personnel to close offers at all hours and offer support 24 hours a day, 7 days a week.
The challenge is that operating 24 hours introduces a significant potential for the silos between regions. As A survey Revealed, working in different time areas is among the five main challenges of remote work.
Helping managers maintain a perfect collaboration and client participation despite the differences in the time zone means establishing clear expectations around communication. For example, companies must adopt forms of communication that do not require people to be present simultaneously, such as pre -registered videos or shared starting documents.
And if you are a global organization, you must act like this. Recognize the load of the time zone and turn the meeting times, instead of breaking the time zone of a manager or a large office.
Create unified equipment
Choving communication is not just good for operations, it is in the center of any effective team. How can an organization work if your people don’t know what everyone else is doing? It is not surprising that An McKinsey study He discovered that companies with effective internal communication can increase productivity by up to 25%.
But good communication is especially key in distributed environments, which requires additional effort by all. Among distributed equipment, communication must be intentional, either by email, a video call or a chat message.
Crucially, a good communicator not only communicates, but also how to limit non -essential noise. That means limiting participants in a meeting only to those who really need to be there, or find the correct means to communicate a specific point: a video, for example.
Lead
Leadership looks different in a global company, and those with experience that work in a culture other than their own have a clear advantage. These people will naturally have gained the ability to navigate cultural differences and demonstrate self -awareness with respect to their own prejudices. A study found that 89% of people who worked abroad said that he improved his ability to work well with people from other countries and cultures.
However, this does not mean that it cannot be taught. It is a skill that anyone can learn with the correct framework to encourage self -awareness and model the behaviors that make global teams a success.
For example, small leadership manifestations can mean a lot for workers, which shows that managers care for them as people, not just products. It is worth brushing in the holders of the location of the person with whom he is about to speak and understand what could be happening around him.
Challenge to advantage
While there are difficulties in operating a distributed equipment, everything can become positive. By prioritizing communication, cultural understanding and self -awareness, it can unlock all the power of a global workforce.
Sagar Khatri is co -founder and CEO of Multiplier.
Fast Company Impact Council is a community of private membership of leaders, experts, executives and influential entrepreneurs who share their ideas with our audience. Members pay the annual membership quotas for access to peer learning and opportunities for thought leadership, events and more.
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