Retaining remote employees means connecting with teams on an emotional level.
Organizations are hiring remote employees in droves. This has made the lives of hiring managers much easier because doing so significantly broadens the talent pool. Employees seem to enjoy it as well, as it has become an important source of flexibility and, in turn, overall well-being.
However, there’s a catch: Virtual employees are feeling less committed to their organizations. When relationships are established and maintained purely through technology, employees have an easier time moving on to alternative organizations.
The problem is that organizations are failing to adapt their approach to maintaining organizational culture. The opportunities to establish relationships, share perspectives, and build professional and personal familiarity are much easier in face-to-face environments. Virtual employees require a more targeted approach.
When organizations evaluate organizational commitment—the psychological precursor to turnover—they typically only consider what organizational psychologists call continuance commitment. This is problematic. Continuance commitment is relatively transactional—it’s a cost-benefit analysis. If my organization offers me an employment package that is commensurate with the time and energy I put into my job, I’ll stay. But this is only one form of commitment and, unfortunately, it’s less impactful than the second type of commitment called affective commitment.
Read the complete Fast Company article BY SCOTT DUST: https://www.fastcompany.com/90757618/your-all-remote-employees-dont-have-a-loyalty-problem-they-want-more-of-this-social-component
