There are many myths about working virtually from home. For example, some feel that virtual workers do less than individuals working onsite. There are many more that believe that just because something was developed in a virtual work setting, the quality of the work product is inferior. Many of these misconceptions about virtual work is driven by a lack of familiarity and understanding of the realities of online work. Below is a list of 5 myths about working in virtual settings that should be dispelled.

Myth Number 1: Working virtually from home means non-essential employees are doing less or poor-quality work. 

This is wrong. Working in a virtual setting requires much more work than in an in-person setting because you must document everything. This requires much more writing, organizing, and clerical work than you would typically undertake in an in-person setting. This is the case irrespective of whether you are using project management software. In fact, although it facilitates workflow and information exchanges, project management software is often a source of complaints due to all of the documentation required.

More coordination with peers is also necessary in order to reach your goals. This requires creating systems of targeted cross-communication, often through project management software, that ensure everyone has the information they need to be successful at their jobs while simultaneously avoiding communication overload. 

In addition, employees tend to work many more hours than in in-person settings because the line between their personal life and the workplace is blurred. You can literally wake up and work all day in your bed straight through the night. Thus, managers have to check in on employees and integrate self-care practices into their management strategies to make sure that employees are not overwhelmed. 

Managing Remote Employees

Myth Number 2: Employees must be monitored at all times to ensure that they are not being paid to goof off. 

This is wrong. Employees working virtually from home must be self-disciplined, organized, and focused in order to achieve their work goals. Interestingly, it is easier to identify when someone is struggling or not doing their work. This is partially attributable to the extent of the coordination that must occur in a virtual setting. Thus, corrections to work plans or interventions can be implemented earlier. The best barometer of whether employees are doing their work, though, is not the number of hours they work, but rather their work output. 

Virtual Setting Documentation, Including HIPAA

Myth Number 3: Employees can easily transition into working virtually from home. 

This is wrong. Working virtually from home has a honeymoon period for most employees. Eventually, the success of employees is tied to the support they receive from their managers. This typically occurs when the novelty of the communication systems wears off; being able to balance work with your family needs and chores becomes a given; and having fewer work distractions shifts into resisting the siren call of social media. At that point, many employees without support begin to feel overtasked, irrelevant, disconnected, lonely, and miss the human connection. Thus, managers must constantly measure the pulse of the organization to identify employees who are thriving in a remote setting and those that are struggling. Managers must also create multiple opportunities for connection. 

Solutions for Remote and Essential Workers in Nonprofit Flux

Providing Remote Worker Guidelines

Myth Number 4: Employee gossip and cliques are less prevalent in virtual settings. 

This is wrong. Although employees may be working separately from one another, their gossip circles and cliques can be more harmful virtually than in person. Employees can, with greater facility, hoard information, engage in targeted gossip campaigns about one another, exclude target employees from solving issues, or try to go over a manager’s head to make them irrelevant. Misinformation can also spread rather easily since employees do not have the benefit of crosschecking or witnessing events. False information is also fueled by narratives employees develop to fill in information gaps, but are likely not based on facts. This is why transparent communication is essential and managers must constantly monitor the needs of employees.  

Myth Number 5: Employees who use videos are doing less work than in person to get out of doing work. 

This is wrong. Employees will sometimes use videos for either educational purposes or to provide information to others who were not able to participate in activities due to scheduling conflicts. Pre-recorded videos, even if it is a 5-minute video, that is well crafted or serves as points of information likely have a couple of hours of production behind them. Some of the steps that were taken before the video was published include the development of a script; if it is educational, coordinating educational learning objectives, research, and content; editing; and uploading the video. 

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If you would like to schedule a pro-bono nonprofit session with me to facilitate the transition for remote workers, please email [email protected] with the heading “COVID-19 #Pro-bono.” I will be happy to help you during this very difficult time.