Every manager and HR professional is well aware of the importance of effective communication, especially when onboarding new recruits. But how often do we dive into the granular details of setting expectations, especially in remote work settings? Do we just assume that employees should know? Darcy Boles, Director Of Culture at TaxJar, recently shed light on the more nuanced impacts of not being upfront about these expectations in remote settings.
Imagine this: you’ve just hired an experienced professional who’s eager to make their mark. On their first week, they come to you, a bit sheepishly, and ask, “What do I need to do if I need to go to the bathroom in the middle of the day?” Sounds baffling, right? But it’s not an isolated incident. In fact, such questions aren’t merely about the act of taking a bathroom break. They highlight a deeper issue – a gap in cultural communication.
In traditional office settings, new recruits often relied on subtle cues – how colleagues behaved, the unspoken rhythms of a lunch break, or the general ebb and flow of the office environment. In a remote setting, these cues are absent. The employee is often navigating in the dark, trying to determine the ‘right’ way to operate.
The real damage isn’t just in the slight awkwardness of such questions. It runs deeper. It’s in the hesitation before asking, the uncertainty about whether it’s okay to step away from the desk for a short break or if they should inform someone before doing so. It’s in the nagging worry that perhaps they might be perceived as slacking off if they aren’t visible online all the time.
Darcy highlights the fact that many remote workers hail from different walks of life, some of whom have been subjected to rigid workplace cultures in the past. It’s easy to forget this when setting up remote operations. The assumptions about ‘standard practices’ may not be so standard for everyone. This disconnect can hinder an employee’s ability to feel fully integrated and comfortable in their new environment, leading to decreased productivity and, in some cases, increased turnover.
Moreover, not providing clear cultural expectations can stymie the potential for employees to bring their full selves to work. Boles shares her perspective on the “value of permission” in remote settings. Darcy emphasizes that it’s not merely about allowing an employee to take a bathroom break. It’s about granting them the permission to manage their time effectively, ensuring they’re delivering results, and not just clocking hours. The idea is simple: people should be confident in their autonomy to manage their day, knowing they’re trusted to deliver results. They should not spend mental energy wondering if stepping out for a brief errand will be frowned upon.
By not making these expectations explicit, organizations inadvertently foster a culture of hesitancy and second-guessing. The result? A workforce that’s not fully aligned, not entirely at ease, and therefore not operating at peak potential.
Now, if the solution sounds straightforward – just communicate more – it’s essential to recognize that effective communication is nuanced. It isn’t about overwhelming employees with a deluge of information. Instead, it’s about being deliberate, clear, and above all, understanding.
Take, for instance, the remote workers who are newer to this environment. They could be coming from a culture where every minute away from the desk was accounted for, where trust was low, and surveillance was high. The transition to a remote workspace, where the emphasis is on results and not hours, can be disorienting. They need reassurance. They need clarity. And above all, they need to know that they’re in a space where their autonomy is respected and valued.
There’s a peculiar comfort in knowing that there’s no need to ask for permission for every little thing. That’s when the magic happens – when an employee feels trusted, valued, and empowered.