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Workplace Solutions: Supervising & Surviving Virtual Teams

Workplace Solutions: Supervising & Surviving Virtual Teams

As a manager, how can I supervise employees at remote locations – particularly when I never see them? virtual teams, global, workforce, effectiveness

If I work remotely, how do I make sure I stay on my supervisor’s radar for promotional opportunities?

Which employees thrive in virtual team situations?

If you manage a virtual team

If you manage employees you never meet face to face, you may feel disconnected from them and them from you.  In the same way radio can’t replace television, email and phone conversations offer a weak substitute for the understanding and connection created when two individuals watch each while talking.  Whenever you can, arrange video interactions.  Cloud computing video conferencing makes this possible with lower overhead and higher flexibility.

Because you can’t wander down the hallway or onto the site and see your employees working, learn to manage by results.  Set specific, non-ambiguous, challenging and attainable goals for each employee – and follow up with regular communication.  Ask your employees to give you streamlined but regular work updates.  Provide constructive and motivating feedback early and often so they don’t feel they’re playing handball without a wall.

To avoid work derailment, make sure your employees have the tools they need to work remotely, such as personal digital devices, high-speed Internet connections and laptop computers with virtual private network connectivity.  Also, software tools and virtual private networks give you effective ways to assess your employee’s contributions so you can accurately recognize and reward positive individual performance.

If you supervise both virtual and office-based employees, be careful not to use two sets of performance standards as that can lead to allegations of unequal treatment and legal headaches.  Standards that measure job performance such as call volume, customer satisfaction ratings, work orders completed and projects completed on deadline can help managers fairly assess both office-based and virtual team members.

Remote workers can feel disconnected from colleagues as well.  Keep remote workers in the loop on the latest departmental and company news via newsletters, intranet postings and, if economically feasible, personal visits.

Clearly, not everyone can effectively manage virtual teams.  Choose managers with strong written and oral communication skills who realize that managing virtual teams requires concentrated effort.

Staying on your boss’s radar

Virtual team members risk out of sight, out of mind stature, impacting them during performance and salary reviews.  If you want to stay a positive face on your manager’s radar, provide frequent status updates on key projects and look for opportunities to interact with your manager and co-workers. Further, because you might mis-interpret an ambiguously worded assignment, proactively communicate with your manager whenever tasks need clarification.

Which employees thrive in a virtual work?

When choosing employees for virtual slots look for good communicators who show initiative, self-reliance and self-motivation.

Those who like regimented schedules, hand-holding or need specific, detailed instruction before moving forward tend to flounder in virtual work settings.

Lone wolves perform poorly in virtual situations because they keep things to themselves and aren’t adept at collaboration.

Editors Note: We welcome Lynne Curry Ph.D., SPHR first time contributor to HR C-Suite. If you like her article or have questions about implementing virtual teams write to Lynne in the comment section or social network links below.


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Lynne Curry, Ph.D., SPHR and owner of the Alaska-based management consulting firm, The Growth Company Inc. consults with companies and individuals to create real solutions to real workplace challenges. Their services include HR On-call (a-la-carte HR), investigations, mediation, management/employee training, executive coaching, 360/employee reviews and organizational strategy services. You can reach Lynne @, via her workplace 911/411 blog, or @lynnecurry10 on twitter.

  1. Thank you for your insightful article Lynne.
    I agree that the discipline required by personnel and leaders to deliver business results in the virtual world of todays teams demands communication which is open, transparent, pro active with and fair clear goal setting in terms of performance management.

    The foundational stones to these facets being present is the teams commitment to trust, respect, constructive interaction, camaraderie, a sense of optimism and a culture which values diversity. These are the factors that oil the wheels in any team, be them virtual or round the water cooler every day that support high productivity.

    To add to the thought on this discussion, I believe that all team members need to be fully committed to determining and defining their own unique team cultural and communication norms so non of those virtual elephants get in way of your team being a high performing team.

    • Insightful comments, Jane.


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