Virtual Teaming During a Pandemic: The Challenges and The Solutions

Prologue

I attend an online university for a PhD program in Industrial/Organization Psychology. I was attending the program before the pandemic, so I didn’t have trouble with adjusting to “schooling at home.” In what can only be described as serendipitous, the assignment this week was to “write a blog post about virtual teaming, the benefits and challenges, and tips for best practices.” I decided to tailor the article to how companies are responding to the necessary virtual teaming due to the COVID-19 pandemic. Below is the article (in APA format because it is STILL a school assignment).

Pandemic Leads to Virtual Teaming

Telecommuting: the ability for an employee to perform most, or all, of their job functions outside of the office setting (Doyle, 2020). There are a variety of advantages to remote work, including reducing the cost of office space and unities, increased flexibility with work for employees, an increase in employee satisfaction, and employee availability during traditional low attendance workdays (like snow days) (Lotich, 2011). Though telecommuting isn’t new, it has become the new norm, with added unforeseen challenges and stress.

The global pandemic from COVID-19 has forced almost every industry around the world to scramble, pushing their organization to telecommute. In response to “shelter-in-place” orders, which require individuals to only leave the house for essential items (Ortize & Hauck, 2020), companies have had to learn to navigate the realm of remote working.

The transition has not been pretty for many, but for those who work primarily in team structures, the change has been the most difficult. Virtual teaming involves groups of employees working across time and space through the use of technology as a primary means of communication and collaboration (Lipnack and Stamps, 2000). For groups who rely on consistent connectivity for productivity, the distance can create chaos.

As someone who has been running an all-online private practice since 2015, the transition to working at home was not difficult for me in that realm. However, I am also contracted with an agency as a quality assurance supervisor, and therefore am struggling with the challenges of virtual teaming. The added stress that came with the pandemic has caused further strife. That’s why I decided to dive into the research and hopefully come up with some tips that will help virtual teaming during a global pandemic.

Traditional Challenges

Communication. Lack of face-to-face supervision limits accesses for employees to have managerial support (Larson, Vroman, & Makarius, 2020). The added distance also increases the chances of miscommunication due to personal interpretation of digital messages, which can be read out of context (Wayne, 2017). Additionally, younger employees may be used to utilizing virtual communication more informally, which may seem culturally disrespectful by other team members (Zuofa and Ochieng, 2017).

No longer can my supervisees just walk to my office for a quick question-answer. Now, they must rely on scheduled online meetings, email, or text, all of which, depending on the urgency of the question, can 'cause their productivity to halt. Additionally, I’m in the generation that is versed to using memes and emojis, so I must be mindful of when these are appropriate in work communication.

Isolation.  Employees who thrive on social interaction in an office setting experience loneliness and disconnection from the organization, losing their sense of belonging and purpose (Larson, Vroman, & Makarius, 2020).

No longer can my supervisees learn and grow from one another in-vivo and create deep, meaningful relationships with one another. This has caused a decrease in morale and team spirit.

Time zone differences. When collaboration is essential for all group members, and online group meetings are necessary, having to factor time zones can be challenging (Wayne, 2017).

Though this has not directly affected me, other colleagues whose supervisees were students, had to return to their home state. The added struggle of attempting to coordinate with different time zones has meant that half the team starts their day productively, while the other half is behind until the meeting begins.

Distrust. When groups cannot see what members are doing, this creates distrust, as they do not have a tangible way to determine productivity (Wayne, 2017). Managers, mainly, despite what research has suggested, attempt to assume their employees are less productive working from home (Larson, Vroman, & Makarius, 2020).

Though I have not seen this, other colleagues report that the remote transition has highlighted the areas where team unity is lacking. They experienced many of their supervisees, and other leadership, wanting increased updates of productivity, out of distrust with one another.

Challenges Due To COVID-19

Technology. Companies that have no remote workers, had to figure out technological means to connect teams together, quickly, to minimize lost productivity. This has increased costs, as these companies did not initially allocate funds for remote working. Organizations have had to figure out how to manage individual needs, including employees without proper computers at home, differences in Mac and PC products, and consideration towards compensation and pay, as employees are using their own hardware to conduct organizational business. Employees with minimal, to no training, have had to learn how to utilize new software to do business.

Many companies have relayed on video conferencing to conduct team meetings. The massive jump to using these programs have attracted individuals of malicious intent (hackers). Specifically the program, Zoom, has resulted in a new and unforeseen experience: zoombombing. Zoombombing occurs when hackers infiltrate videoconferencing meetings on the Zoom platform, often resulting in disrupted meetings, accessing sensitive company and individual computer information, and an HR nightmare as more and more anti-Semitic groups use it to spread hate speech or bombard members with pornographic images (Tuffley, 2020).

The agency I work at has not only had to pay for HIPAA compliant videoconferencing software, they have also had to buy dozens of laptops for clients to be able to videoconference family members, as we work in a residential setting. We've had to create new policies around computer use and documentation procedures. We’ve also had to gather material together for tutorials and cheat sheets to help employees figure out the programs. Our IT department has also had to stay up-to-date with the new software, to prevent any potential security breaches.

Distractions. Working from home can be difficult, as the boundary between work-family life can be blurred, challenging effectiveness (Kossek, Lautsch & Eaton, 2006). Though this has been a traditional struggle, shelter-in-place orders pertain to everyone in the household. Young children are no longer attending school, older children are forced to return home as their schools have ended, and many adults have had to also transition to working from home (Ortize & Hauck, 2020). With the added people within the home, this has increased noise, decreased privacy, and increases the blurred line from home and work life.

Even I've struggled to create new ways to conduct online therapy and now supervision, as all my roommates are at home. The added noise and lack of privacy have forced me to attend sessions in my car in the garage, or reschedule meetings when roommates aren't also in online meetings.

Internet. Assuming employees have Internet at home, their bandwidth may be limited, as they could be paying for the cheapest package. The added stressor of people at home, bored, means streaming or playing video games, which use up even more bandwidth. Participating in video conferencing meetings for these team members’ results in grainy imagery, frozen screens, and constant glitches.

As my roommates have had back-to-back videoconferences, along with myself, we’ve all experienced a slow-down in online activity. This has forced me to have some of my meetings all over-the-phone, causing more distance between my supervisees and me.

Social Distancing. Though isolation from the company when working from home is not a new struggle, social distancing is. Remote working, during these times, no longer means working in coffee shops or libraries. There is very minimal interaction with the outside world during a pandemic. Those who struggle with mental illness find themselves cut off from most, if not all, of their support systems and positive coping mechanisms. The aftermath may result in an increase in suicides (Panayi, 2020).

I've increased check-ins on my clients with suicidal ideation history. We've had to create whole new safety plans, as they cannot go to their in-person support group meetings or use trusted coping skills, like hiking or walking on the beach.

Digital Fatigue. Most people who do not work on computers all day, do not realize that you can feel worn down, from computer exposure. This includes neck strain, lower back pain, and eye strain from blue light coming from the computer (Heiting, 2017). Even though this isn’t a new to people with office jobs, many people don’t have ergonomic set-ups at home. When we attend meetings in our regular office setting, we also allow ourselves a mental break, by looking down at our notes, or other stimulus. During videoconference calls are on “Brady-bunch” or gallery mode, people well feel overwhelmed because as social creatures, our mind wants to tune-in on the faces, and we have minimal stimulus breaks because we do not want to appear disengaged (Andrews, 2020). Additionally, the anxiety of having to feel “on” while on camera because of the awareness that “eyes are on you,” increases the mental strain (Andrews, 2020).

Though I’m used to one-on-one videoconferencing, as part of my private practice, I rarely run groups online. Attending meetings at my agency online, I’ve noticed my mind is hyperfocused on my bosses’ faces on screen, and do feel a sense of urgency regarding my ability to pay attention and provide input.

Truthfully, it can be disheartening reading all challenges that teams must overcome, especially during this time. Therefore, now more then ever is the time to increase managerial support for remote employees through solution-focused thinking.

Managerial Solutions

Online Pro-social Behavior.  Team members not used to attending digital meetings aren't aware of the standard social behaviors. Additionally, the comfort of working in a home setting can cause many to become more relaxed during a meeting, then they would in-office. Team members will need to be taught proper online etiquette.

• Test equipment and practice using the software.

• Choose a quiet location in the home to minimize noise and distractions.

• Mute your mic/line during the meeting to prevent feedback.

• Raise your hand physically or digitally, to indicate that you're about to speak. Say your name to indicate this over the phone, and to let the others know who is talking.

• Look at the screen, and not directly into the camera, to get eye-to-eye contact with the speaker.

• When possible, have increased lighting, so that your face is visible.

• Frame the camera, so your face is fully visible. If working from a laptop, place boxes underneath to raise the height of the camera to accomplish this.

• Dress appropriately.

• Remember when your camera is on and when it is off (this is important as reports of surfaced of people forgetting they are on camera are doing things like using the bathroom).

• If videoconferencing software has a chat feature, be sure to make communication work appropriate and work related, as these messages are saved in a transcription in most programs. Most employees mistakenly believe these messages are private, and aren’t aware that some programs even email the transcriptions at the end of the meeting. It would at the least embarrassing, at the worst a fireable offense, depending on what was communicated.

Understand The Program. It's vital that whatever you're using to conduct your team meetings, that you understand it fully. Know how to invite team members into the meeting, how to mute mics, and how to keep a meeting private. Learn how to screen share when you need colleagues to see a presentation. Many programs also allow you to "lock" the session, so no one can join in. Locking meetings will allow you to keep track of who is on time and who isn't. Creating a password for the meeting will enable you to prevent any unwanted guests (hackers). As a manager, also ensure that you're providing information on tutorials and training for your employees, so they can become proficient with the product as well.

Office Space. Ensure that your furniture, and that of your team, is ergonomic. Do you have foot rests? Is the computer screen too low, causing neck strain? Do you have blue light blocking glasses, or change the settings on your computer to block blue light? Try anything you and your team can do to make the experience of siting at a computer for hours during a meeting more comfortable, is key (Bradley, 2017). Check with your Human Resources (HR) to learn what the company can provide people in their home.

Daily Check-Ins. If success for your team is dependent on communication, then communication needs to increase when telecommuting. Schedule daily; yes daily, check-ins with team members individually (Larson, Vroman, & Makarius, 2020). This is especially important for team members who learned and thrived from the social component of their job. The number of team meetings may not need to increase, but increasing the connection between managers and individual employees will decrease feelings of isolation and distrust. Managers and team members can eventually learn to gauge when the check-ins can cut back.

Communication Options. Find more than one way to communicate with your team members. Utilize email, phone, instant messaging, and videoconferencing (Larson, Vroman, & Makarius, 2020). Each of these communication channels is beneficial for a variety of teaming needs, whenever it's a quick collaboration or prolonged brainstorming. Communication options also assist employees who have problems with the Internet, home distractions, or privacy.

Breaks. As a manager, do your best to not schedule meetings back-to-back, both for yourself and for your team. Allowing breaks for individuals to go to the bathroom, stretch, or get water, will increase their ability to sustain focus (Andrews, 2020). It also allows teammembers to desensitize themselves from the stimulus that is “seeing face-after-face” during meetings (Andrews, 2020).

Goals. It is necessary to consider shifting productivity goals as team members learn to overcome the challenges of working from home. Changing goals will help alleviate stress, as they may not be able to be the most productive, away from their designated workspace.

Remote Interaction. As a manager, monitoring and keeping morale up is part of the job. With the increase of social distancing, having the opportunity for genuine human connection is needed even more (Larson, Vroman, & Makarius, 2020). Work with HR to provide morale-boosting activities, like delivering a mindfulness meditation workshop, catered lunch meetings (where food is delivered to employees' homes during a meeting), or virtual office parties (where care packages are sent to employees to open at the same time). Remember that food delivery sites allow for scheduled deliveries. Check with team members how they would want items to be delivered. Even with no contact delivery, there are still considerations to make, such as those who apartments where delivery personal need to be buzzed in or check-in, members with pets that would need to be restrained, etc.

Continue to acknowledge team member successes when they reach productivity goals. Consider creating new acknowledgments or silly rewards, such as “Most Digitally Savvy Team Member,” “Most Helpful Team Member,” “Best Zoom Background,” or “Successfully Completed A Meeting Without Hearing One Dog Bark In The Background.” Even individually, managers can allow time before or after check-in for informal, non-work related discussions.

EAPs. If your company has an Employee Assistance Program, now is the time to emphasize team members using it. Most employees aren't aware of these benefits. As a leader, it's essential to provide all team members with every resource they can utilize for their wellbeing. Increased stress around the uncertainty of when working from home will end, fear of job loss, inability to create work-life balance, fear from the pandemic or even direct effects from COVID-19 mean employees are under mental duress. Accessing their EAPs will allow them to speak to a counselor or financial advisor to gain clarity and additional support.

A pandemic is not the most optimal time to transition a company to all remote working. It is necessary for the health and safety of employees, but it causes a variety of problems for organizations. Hopefully, these solutions will help you, and your virtual team, stay connected and stay productive, in a time of social distancing.

Suggested Tools:

Collaborating remotely can be difficult for organizations that do not have tools set in place. Brainstorming, planning, and executing tasks and projects may be helpful with the additional resource of Creately.

Were any of these tips helpful? Let me know in the comment section below!

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References:

Andrews, T. (March 30, 2020). We’re all video chatting now. But some of us hate it. Washington Post. Retrieved on April 5, 2020 from https://www.washingtonpost.com/technology/2020/03/30/video-chat-zoom-skype-hangouts-hate-bad/

Bradley, D. (October 31, 2017). The Benefits of Ergonomic Office Furniture. Insights. Retrieved on April 5, 2020 from https://www.goimageworks.org/blog/benefits-ergonomic-office-furniture/

Doyle, A. (March 16, 2020). What is Telecommuting? The Balance Careers. Retrieved on April 5, 2020 from https://www.thebalancecareers.com/what-is-telecommuting-2062113

Heiting, G. (November 2017). Blue light: it’s both good and bad for you. All About Vision. Retrieved on April 5, 2020 from https://www.allaboutvision.com/cvs/blue-light.htm

Kossek, E., Lautsch, B., & Eaton, S. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work-family effectiveness. Journal of Vocational Behavior. 68(2), 347-367. DOI: 10.1016/j.jvb.2005.07.002

Larson, B., Vroman, S., Makarius, E. (March 18, 2020). A Guide to Managing Your (Newly) Remote Workers. Harvard Business Review. Retrieved on April 5, 2020 from https://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workers

Lipnack, J. & Stamps, J. (2000). Virtual Teams: People Working Across Boundaries with Technology. Research Gate. Retrieved on April 5, 2020 from https://www.researchgate.net/publication/31744711_Virtual_Teams_People_Working_Across_Boundaries_with_Technology_J_Lipnack_J_Stamps

Lotich, P. (July 6, 2011). What are the benefits and disadvantages of telecommuting? The Thriving Small Business. April 5, 2020 from https://thethrivingsmallbusiness.com/benefits-and-disadvantages-of-telecommuting/

Ortize, J. & Hauck, G. (March 30, 2020). Coronavirus in the US: How all 50 states are responding – and why nine still refuse to issue stay-at-home orders. USA Today. Retrieved on April 5, 2020 from https://www.usatoday.com/story/news/nation/2020/03/30/coronavirus-stay-home-shelter-in-place-orders-by-state/5092413002/

Panayi, A. (April 3, 2020). COVID-19 Is Likely to Lead to an Increase in Suicides. Scientific American. Retrieved on April 5, 2020 from https://blogs.scientificamerican.com/observations/covid-19-is-likely-to-lead-to-an-increase-in-suicides/

Tuffley, D. (April 3, 2020). ‘Zoombombers’ want to troll your online meetings. Here’s how to stop them. The Conversation. Retrieved on April 5, 2020 from http://theconversation.com/zoombombers-want-to-troll-your-online-meetings-heres-how-to-stop-them-135311

Wayne, J. (July 4, 2017). 10 Common Virtual Team Challenges. ezTalks. Retrieved on April 5, 2020 from https://www.eztalks.com/telecommuting/virtual-team-challenge.html

Zuofa, T. & Ochieng, E. (2017). Working separately but together: appraising virtual project team challenges. Team Performance Management. 23(5), 227-242. Doi: 10.1108/TPM-06-2016-0030

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