How remote work is redefining employee visibility

Where work happens has never been a fixed point; how and where work gets done has largely depended on the nature of the role and expectations of how that role is most successfully performed. My first job out of college was a business-to-business sales role. Like many other sales jobs, I was given a geographic territory, sales quota and trained to go sell. Although I was assigned an office cubicle, I didn’t spend a lot of time there. My job was in the field, visiting with clients, prospects and partners selling. One of my first managers said, “if you are in the office, you aren’t selling anything.” In other words, visibility in the office was not a sign of productivity.

For other roles, the work has happened in the office. From whiteboard sessions to team-based environments, and especially where tools and resources are only available in the office, work was often tied to a physical gathering spot. The worker who turned the lights on in the morning and shut them off at night was surely highly engaged and most productive, right? One might even say “presence equals productivity.” However, having been in the business world for nearly 27 years and having held multiple positions across different functions in both “office” and “field” based roles, I can confidently say that presence does not equal productivity; at least it is not a linear equation.

The evolution of flex work

Before the COVID pandemic, many people worked flexibly, whether that meant flex hours, flex location or flex schedules. Technology was the enabler —the onset of laptops, smartphones, and overall ease of connectivity allowed people to be equally as productive outside of the office. Some would go so far as to say, for focus-type work, they were able to be more productive with the limited distractions that come with the office buzz. For those who flexed on a regular basis, this question on ‘visibility’ started to pop up. “If they don’t see me in the office during ‘regular hours’ will they forget about me? Will they know I am working?” And the heavier question of “Will I be passed over for that high-impact project or that next promotion because leaders don’t see me in the office every day?”

Fast forward to March 2020, employers and employees quickly entered a new world of work with nearly everyone who could be remote now working that way. Nearly overnight, the playing field was level for the first time since before technology availed people the opportunity to work somewhere other than the traditional office. For those who were already working remotely, there was almost a sigh of relief. They were no longer the only “square” on that virtual meeting platform each week in the team meeting; it was now their whole team including their leader.

The redefining of employee visibility

As employers continue to explore remote and hybrid workplace models, employee visibility will be redefined. In many ways, visibility has already been redefined and is an ongoing process. In the current business environment, across all levels from first-line employees to the most senior leaders, these last two years have forced employers to rethink their approach to productivity, engagement, culture, and connection. This reflection has unveiled how much technology has enabled people to continue to get work done amidst the pandemic. In many ways, people are still settling into the day-to-day rhythm of remote and hybrid work – and the topic of visibility continues to come up as a challenge.

Here are a few ways employees and employers can overcome some of these concerns on visibility:

Leverage the technology – From chat sessions to video calls to collaborative platforms, there is no shortage of opportunities to connect with coworkers across geography and time zones. Let’s face it: not everyone likes video, but it is the next best thing to a face-to-face conversation in person. Seeing facial expressions, body language, and a smile goes a long way. This will help build relationships and trust through day-to-day interactions and conversations.

Consider purpose throughout your work – Now more than ever, employees are longing for a sense of purpose. With connection driving engagement, employers will need to heighten their focus on their people and reflect on the larger purpose that unites their workforce. Programs such as affinity groups and other people-centered initiatives have proven to be effective ways to build connections across organizations large and small. This focus will impact engagement and retention for your employees.

Engage in 1:1 conversations – With a virtual or hybrid workforce, the opportunity to ‘pop into’ someone’s office to say hello and catch up is no longer available. Schedule brief 10-15 minutes check-in calls with team members and colleagues from other teams and functions to continue to build relationships. Mix up both business and personal into these conversations. This will impact connections and relationships one conversation at a time.

Continue to keep a level playing field – As some employers begin a return to the physical workplace, many employees will continue to work remotely in some capacity. Even if a few employees are together in one location, consider holding team meetings with everyone virtual so there is a consistent experience during those collaborative sessions. And don’t just log into the meeting—BE in the meeting. This will impact engagement and connection across the team.

The world of work continues to evolve. Employers need to engage with their teams and ensure their leaders are connecting with their employees on a regular basis. As the Greek philosopher Aristotle once said, humans “are by nature social animals.” We long for relationships and connection. Being visible, both physically and virtually, is just one way we look to connect with others. While we are still navigating this virtual, remote and hybrid work style and it continues to evolve, our need for a sense of purpose, our desire for connection and relationships and our need to be seen and heard remains consistent.

Amy Freshman is senior director, global HR, at ADP.