Legal and Contractual Perspectives of Managing the Remote/Virtual Employee

IjonaSkills - Human Capital Management Training

Overview
More and more organizations are "going virtual," whether it is an employee who telecommutes, a team of workers in another country, or simply an employee who extends her or his workday by checking e-mail or downloading a document from Dropbox that connects to their phone, iPad, or home computer. Approximately 80% of U. S. workers continue to do business remotely after normal work hours. More and more organizations are incorporating telecommuting and other forms of virtual work into their workforce with great success and reduction in costs. Managing remote or virtual workers requires a management mindset change that differs from managing on-site workers. Examining, planning, and implementing legal and contractual issues are not always considered in the same way when managing on-site workers. Failure to address these perspectives is at the organization's and management's peril. For examples, what technological and management strategies should you incorporate to protect your interests? What, if any, contract should be created for your remote workforce? Who pays the home office electric bill for a telecommuter? Are there additional challenges for the non-exempt worker? The virtual workplace is a reality that is expanding and influencing how organizations do their work. The new virtual work environment offers exciting opportunities as well as challenges to avoid liability. Implementing prevention strategies to minimize liability includes designing and developing "virtual" policies, and training managers and employees who will be engaged in the virtual environment.
Why should you attend?
Accomplishing work in the new millennium has become synonymous with Virtual Leadership. The current competitive business environment and the changing nature of work and the workforce requires effective leadership that spans the boundaries of time and space to help employees to work together - apart. Leadership of virtual teams is not the same as leadership of face-to-face, co-located teams. Leading a virtual team is more difficult; it requires a dynamic interaction between technological systems and human systems that the virtual leader has to address and balance for work to be accomplished.
Areas Covered in the Session:
  • To identify the remote/virtual worker
  • To list recommended elements of a virtual team contract
  • To explore steps to avoid discrimination claims
  • To describe wage and hour obligations
  • To discuss ergonomics, health risks, and virtual workplace injuries
  • To define essential competencies of leadership in virtual environment
  • To list 4 essentials for virtual teamwork
  • To identify best characteristics of virtual team/employee
  • To discuss tools & techniques to facilitate "working together apart" in virtual environment
  • To identify the tips for effective virtual meetings
  • To discuss importance of virtual contracts
  • To determine the best data security
Who can Benefit:
  • Human Resources professionals; any manager of a telecommuter or virtual employee/team
  • Any industry with virtual employees, telecommuters. Sales, home health care, trucking, post office

Location: United States

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