Today's Technology for Tomorrow's Firm.
Issue link: https://cpapracticeadvisor.epubxp.com/i/571003
22 September 2015 • www.CPAPracticeAdvisor.com BRIDGING THE GAP By Jim Boomer, CPA.CITP Prepare for the Remote Worker It's Not Just About Technology Technolog y has advanced to the point that the viability of ofering remote work arrangements is no longer in question. However, there is a lot more to it than just the tech- nolog y. Management and people issues tend to be the bigger chal- lenges for the worker and the frm. Trust is the most important leader- ship factor in your frm and if it is not developed up front then you are seting everyone up for failure. Te reality is that we have to be beter managers and communicators in a virtual work environment. Te crutch of visually seeing that people are in the ofce and assuming they are being productive is taken away. W hile we must depend on remote employe e s to be se l f- s u f f ic ient , d r iven a nd foc used, it is st i l l ou r responsibility to provide guidance a n d h o l d t h e m a c c o u n t a b l e . Instilling a culture where everyone in the frm is commited to the work, their peers, clients and the frm is of utmost important to success. Setting Expectations & Policies Clearly outlining expectations is an important frst step. At a minimum you should document: • Where ? – Seting expectations of what is required of the remote workspace (home ofce vs. kitchen table, home vs. cofee shop, etc.) • When ? – Clear hours the remote worker is expected to be available to team members and clients alike is another important piece of the puzzle. • How ? – List out the technology tools and office equipment the remote worker is expected to have as well as expectations about what the frm will p a y f o r a n d w h a t w i l l b e t h e responsibility of the employee. • What ? – Te work they are expected to complete and the goals they must achieve should also be agreed upon by both parties. • Who ? – Not everyone is cut out to be a remote worker nor does everyone have a role within the frm that lends itself to them working outside the ofce. You must develop criteria to gain the right to work remotely and a system to hold people accountable. Clearly defned expectations will allow managers to identif y gaps and problems. If remote workers aren't living up to expectations, they may have to bring the employee back into the ofce environment. Fo r m a l i z e d p o l i c i e s a r e a l s o important to ensuring that both the frm and remote employee under- stand what is appropriate and what is not in a virtual work environment. Tese policies should clearly address the expectations of the frm and the remote employee out l i ned above and try to eliminate any gray areas. Out of Sight/Out of Mind A valid concern of the virtual work environment is the impact it will have on an employee's career path. If the employee is not seen on a regular basis will that put the brakes on t hat employee's ascension? Sometimes the answer is yes and sometimes no. Regardless, your frm needs to analyze this important issue and clearly communicate your decision to current and prospective remote workers. Replicating Face-to-Face Efective communication is critical for the success of remote workers; and an old fashioned phone call just doesn't cut it anymore. Collabora- tion tools and video conferencing are important pieces of re-creating that face-to-face feeling when you can't meet or talk in person. So much of communication is non- verbal and you give all that up when you rely exclusively on phone calls to communicate. The rise of the remote worker is already here and will only escalate in the next few years. Your frm's decision to either embrace this trend or resist it will have a major strategic impact on your frm's ability to atract and retain top talent. W hile remote working is still viewed as a perk by many, it won't be long before it becomes an expecta- tion. Will your frm be ready? 2 2 S e p t e m b e r 2 0 1 5 • w w w . C P A P r a Jim Boomer is a shareholder and the CIO for Boomer Consulting , Inc. He is the director of the Boomer Technology Circles™ and an expert on managing technology within an accounting frm. He also serves as a strategic planning and technology consultant and frm adviser in the areas of performance and risk management. In addition, Jim is leading a new program, Te Producer Circle, in collaboration with CPA2BIZ and the AICPA. jim.boomer@cpapracticeadvisor.com A s the number of companies ofering workplace fexibility and remote work arrangements continues to grow, the likelihood that your frm will get the request to work outside the ofce (or already has) is quite high. Ensuring that you're pre- pared for these requests with the appropriate tech- nology, expectations, criteria and policies will not only become more important in the coming years but also expected by some prospective employees. WILL YOUR FIRM BE READY?