By Niles Curry
Based on the latest American Community Survey data, just over 2 percent of the U.S. employee workforce (2.8 million people, not including self-employed or unpaid volunteers) considers home their primary place of work. Over the past few years the concept of the virtual work environment has evolved from something less highly regarded to becoming a real and effective way for companies to position their talent.
Given the advances in technology and the acceptance in the U.S. workforce of a virtual option, consulting firms are evaluating the viability of a strategy that includes hiring top talent in remote locations while offering a flexible and connected work environment.
Satisfying client demand, of course, remains the top priority. If this idea would have been proposed in the 1980s you would have likely been dismissed, but in today's connected world, it is virtually impossible to unplug. However, prior to implementing a virtual work environment, it is important that you evaluate the pros and cons that will affect your business. Take into consideration the impact you believe a virtual workforce will have on your organization.
For example, how will your employees be impacted to:
- Deliver on client expectations
- Stay connected to the firm
- Identify with the company vision/strategy
How as a firm will you:
- Create team cohesion
- Oversee projects
- Maintain company brand identity
- Communicate and establish expectations
As an organization, it will be on you and your management team to make it work for the company and for your employees.
Hiring unique talent without geographic limitation
This new generation of consultants is referred to as the 'Nomad Generation.' Not unlike the pre-historic hunters and gatherers, today's consult-nomads are moving from place to place, not looking for food necessarily, but for greener pastures… consulting opportunities. The goal is to provide consultants with a professional home.
The virtual work environment enables the hiring of unique talent necessary to meet client specific needs without geographic limitations—giving a competitive advantage over other services organizations.
In today's high-demand market, top talent can dictate where and how they will work. If they want to work six months a year and travel the remainder, they will. If they like the lifestyle in Southern France or Tuscany and can still provide desired service levels, then that's the work and life style they will pursue.
Consulting firms need access to the best talent and experts. They can create multi-function, multi-location teams to assemble their best talent world-wide. Project teams will come and go as needs dictate, and companies can be effective working through virtual teams while avoiding the cost of relocation.
Access to specialized talent also means the ability to take on customized projects. Because virtual workforces give access to a wide range of specialized resources, companies are empowered to reshape and optimize teams according to the project or task in hand.
What is behind the interest in virtual organizations?
There is no evidence that with today's travel and technology that geographically dispersed (virtual) organizations are less effective than those with one central location. On the contrary, there is evidence that remote workers put more effort into making remote linkages and communication work, because there is less opportunity to meet face to face. Many organizations are experiencing the benefits of being part of a virtual work environment by leveraging their existing resources, skills, and competencies without the obligation and cost of creating an office environment to support them.
This also includes:
- Providing access to a wide range of specialized resources
- Retaining consultant independence and the freedom to continue to develop their niche skills
- Reshaping and reconfiguring project teams according to project requirements
The work/life balance of your employees is also a strategic interest to the firm. Additionally, lower commuting costs and time can lead to improved employee morale. There are even benefits to the public at large as it benefits from reduced traffic congestion and air pollution.
Applying common sense
So what determines the success of virtual teams? Common sense management directs us towards empowering, communicating, and listening. However, "common sense may not be common practice."
Organizations today need a balance of highly innovative and coordinated talent. The former needs a more networked approach, the latter a more structured approach. Many established organizations have too much of the latter and too little of the former. The role of the leader/manager has also changed from a 'director' to a 'facilitator', 'coach', 'mentor', 'advisor' and, indeed, a peer in the exchange of knowledge and experience.
Based on the evolving work environment, it is likely that future work will be knowledge-based; processing information, not physical product. Where it is done is less important than how it is done, and how it is delivered to the client.
The benefits identified above only begin to define why a company should seriously consider moving along the path of virtualization. The litmus test for any company evaluating business virtualization will be financial return, client and employee satisfaction.
Keys to making virtual organizations a success
- Clearly communicate and establish employee expectations and roles
- Establish a standard set of communication protocols and routines
- Create a sense of community among employees (internal Websites/social media)
- Implement the use of video conferencing and other technology capabilities to stay connected
- Establish community activities and in person meetings outside of the 'home-office'
- Solicit feedback and input from your employees
- Offer professional development to keep consultants relevant, effective and organized
- Clearly define role descriptions
- Establish a compelling shared set of objectives and individual goals for each project and task
- Create compatible teams
About the author: Niles Curry is the Business Services Director at Carlisle & Gallagher Consulting Group, a firm that provides management and technology consulting and complex technology solution delivery to the world's leading financial services organizations.
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