Specifics of managing in the conditions of staff transfer for remote work

Abstract

The article discusses the specifics of managing in the conditions of transferring employees to a remote form of work. It studies the positive and negative factors of the communication aspects arising in teams working in a remote format. In particular, it is noted that management should build the communication processes between employees, ensuring clarity and timeliness in the exchange of information. The need to maintain non-verbal communication through conference calls with employees working in a remote format is emphasized, what allows to communicate at a more emotional level and to build strong and effective relationships in the team. Since the manager cannot fully control the behavior of his remote employees, he must organize processes for controlling their final results, giving them the freedom to be creative and inventive. Attention is focused on yet another area of managing – the creation of a culture of continuous learning. Authors analyze the occurrence of conflicts in managing the employees engaged in remote work. They also formulate rcommendations for managing conflicts in a way to create harmonious and productive working relationships. The importance of solving the issue associated with the “burnout effect”, to which most employees working in a remote format are exposed.