Managing Remote Human Services Teams in 2019 and Beyond

Editor's Notes

• #4: Defining remote teams (not mobile) Today’s tech can mobilize content, tasks, and work needs Session working definitions: Remote is more of a location (i.e. not here or the established, recognized office address). Social workers work remotely by accomplishing all they need to do in a location that is not prescribed as their office address (i.e. work from home, satellite office, community space, etc.). Mobility relates more to movement and mobile devices make that possible.
• #5: Buildings created to house case files and people Clients to visit one building after another Then combined agencies to reduce number of buildings clients went to
• #8: Buildings created to house case files and people Clients to visit one building after another Then combined agencies to reduce number of buildings clients went to
• #9: Before discussing with Leah and Renee Why it is important to discuss Kelly’s opening at preview “things are changing rapidly” and “as leaders, we own this, its our responsibility” I believe – killing creativity environment where they feel they can be at their most creative – quality outcomes are sure to follow Creating flexible schedules and more remote opportunities allow staff to be at their best – think creatively to solve unique problems facing our families. Trying to force people into being problem solvers between 9-5, M-F is counterproductive. Transition to panel
• #10: Professional Development, Coaching, Mentoring and Team Building Supervision – can be empowering for worker, scary for supervisor Accountability How do you set expectations to assure you’re getting the work what considerations would you spend more time on How do you anticipate “fallout” – impact to
• #11: Problem – Why this is/will be an issue for our agencies Human and Social Services is predicated on personal interaction, however, those entering the workforce today see their “connections” through a social media lens and that they are actually as connected globally as they are locally. Business processes ingrained
• #12: Treat remote staff as though they are in the office Not pointing out – “BUT YOU’RE REMOTE!”
• #15: How do you help your organization shift the mindset? What role do the managers/supervisors play?
• #17: Setting clear expectations How will you know what is working and not? What is realistic to measure? Can it be considered on a consistent basis? But how do you know if they are really working? Just because you see someone at their desk, or staying late, doesn’t mean they are working. Or worse, working productively. How do you know when someone signs out to go on a home visit that the entire time in the field is being used for work only?
• #18: Treat remote staff like local by assuring they have the same access to you as those in the office. (hallway supervision, mentoring, peer support) Create opportunities to meet them where they spend most of their time Create a communication strategy prior to the team or remote worker being put in place
• #19: Schedule “check-in” times If I only call or email when I need something or something is wrong – that’s what it becomes For example, set a time each week or every two weeks that is used to simply, “check in” to see how things are going. Different from supervision or case service delivery direction. A virtual form of passing one another in the hallway or parking lot to simply – check in. Find ways to “bump into each other”
• #20: Set specific dates and times (ranges of time) where all staff must be present in the office. For example, Mondays 10 – 2 and Wednesday 8 - 12
• #21: Creative Thinking and Design How could you/your organization start small with this concept What programs, service delivery or case types might benefit from this concept Residential caseload throughout the state After hours Court Liaison School based CPS Law Enforcement CPS Hospital based CPS CAC Independent Living caseload
• #22: What have you tried in your organization? What’s worked? How has it helped? Why is it important to the agency? You? Worker? Those you serve?
• #23: Coaching Staff/Worker well-being Addressing resiliency Promoting retention and reducing turnover Continuity for families Manage by “Chatting” Around (similar to Manage by Walking Around by Tom Peters and Bob Waterman) Have office hours. People in the office can see if you are in or not. Announce times when you are in the office and available. Coaching can, and often should be, initiated from the person to be coached.
• #24: Focusing on Goals vs. Activities Difficult to not count x number of work products (calls, forms, contacts, etc.) on a daily basis. Instead, how are you seeing the quality outcome needle move little by little? What can you use, or how do you use existing communication to include results, accomplishments, achievements and outcomes the remote employee(s) achieve. (how do you keep them connected to the mission and value the agency provides) Share with the organization when the unexpected successes occur, “We weren’t necessarily looking for this to be an advantage, but guess what…!”
• #25: How will you know what is working and not? What is realistic to measure? Can it be considered on a consistent basis?
• #26: When you see things like the top 3, how important is that for child welfare workers? How can you mitigate the impact? What would you do? The agency do? The worker?
• #27: Today’s technology greatly mediates the challenges associated with distance and location So let’s talk a little about the role of technology…
• #29: How do the tools, capabilities, solutions of today make this much more plausible for an industry like HHS to take advantage of remote teams/employees
• #30: There’s an app for everything – but what actually helps, what actually works
• #31: Identify common, well-known tools (i.e. Skype, GoToMeeting, Slack, Microsoft Teams, simple screen share, etc.) Do you know what tool to use and in what situation Are you using it as well as you could – “trying” to use it vs. Learning it What happens when team members don’t see you using full capability Before, we didn’t have to think about how tech tools were influencing our mgmt
• #32: Good, solid internet connections. Technology has advanced – A lot. So seek to use better video platforms, equipment and more robust software
• #33: Staying engaged Using video conference when possible Be present during these conferences – no multitasking And if 1 person is on video EVERYONE is Avoid relying only on back and forth email If possible, use a chat channel and keep it open all the time. Imagine workers walking throughout the office, they notice a blinking cursor on the laptop sitting on a table in the hallway and they simply stop by and type, “Hi Rich (remote worker), hope all is well.”
• #35: Basically, let’s embrace thinking the best of people Other takeaways –  There is no “utopia” or perfect schemes Today’s workforce need both – some sort of mixture We won’t get it perfect every time – creating a new habit
• #36: Don't kill our creativity Child welfare workers are extraordinary and have tremendous talents - we squander them Help them prepare to be original - unorthodox families in complex situations need creative, original solutions We must be careful to use the gifts and talents our frontline workers and supervisors bring to this job wisely. We have to help to avoid forcing them down a track of data entry clerks and checkbox list followers. Their job - our job - is to see the children we are so fortunate to come into contact with for the hope that they are. The potential they present. We have to help them face a future of guiding and developing more and more families. We have to help them make something of each and every interaction.