1. Yes, Virginia – They Really are Working Remote Supervision of Employees LSC Technology Initiative Grant Conference Allyson 2 January, 2009

2. Our Roadmap What is remote supervision? The challenges Why it is an inevitable shift Technology tools Staffing considerations Policies that work

3. What is Remote Supervision? Any situation where the supervisor is supervising a staff member who is working from another physical location -  A senior attorney with expertise in a subject matter supervises a junior staff member in another office  Supervision of a staff member who works from home – either full-time or occasionally  Supervision of a circuit riding attorney  Remote interns

4. What are the challenges of supervising someone working off-site? (Or reasons why your Director thinks it is a bad idea.)

5. Challenges How do you really know the employee is working? (A trust issue) How do you track productivity? How do you encourage collaboration between on-site and off-site employees? Will this increase my supervision work? How do you know the employee is wearing clothes?

7. Of course, there are challenges to supervising on-site employees as well…………

9. It is an Inevitable Shift

10. Inevitable Shift for Employees Meet generational expectations of younger work force Attract and retain the best staff Save on commuting and relocation costs (and it’s green too!)

11. Inevitable Shift for Employers Save on office overhead costs Accommodate part-time workers and offer flexibility  Challenge can actually be boundary issue for employees Provides opportunities for partnerships Offer after-hours intake

12. Technology Tools to Facilitate Remote Supervision

13. Computer (cat and coffee pot optional)

14. “Must Have” Tools High Speed Internet Connection (reliability, speed, mobility, cost concerns) Telephone Access to shared files via:  Direct Connection to Network (VPN), or  Web-Based Applications

15. Critical Tools Instant Messaging System –Can give off-site workers that “just down the hall” feeling of presence –Encrypted vs. not

16. Critical Tools……. Legal Meetings/GoToMeeting  Employee task training  Use for collaborative work on documents  Meetings that require demonstrative materials  Remote employee “surprise” party

17. Critical Tools... Project Management Software – use to track projects and as a communication tool  Central Desktop (www.centraldesktop.com)www.centraldesktop.com  Basecamp (www.basecamp.com)www.basecamp.com  Microsoft Sharepoint  Resources on www.lsntap.org on project management toolswww.lsntap.org

18. Project Management Software is a: Tool to set clear expectations regarding performance by employees Tool to track deadlines Tool to track tasks and check-in when meetings are not practical Tool to build network for employees in different offices within the agency working on the same projects

19. Example - Central Desktop has: Ability to create, share and replicate task lists Ability to create on-line documents and share documents that can be edited by all workspace members Ability to track versions of a document Ability to capture discussions instead of losing them in email

20. MLSA examples of using Central Desktop for supervision and collaborative work: Track status of repetitive tasks, like setting up Board meetings, scheduling annual training, or administrative deadlines Use on-line document to capture issues for meeting agendas, or supervisory reviews Use Discussions and on-line documents to supervise short-term interns based on Reservations

21. More MLSA examples: Use to coordinate group projects, like MLSA Green Team, MLSA Community Outreach Project or MLSA Forms Project. Provide for knowledge transfer between employees when there is turnover – gives electronic vehicle for keeping notes, tasks, web links, and research all in one place for project.

22. Important Tools Web Cams/Video Conferencing –Important for non- verbal communication –And to make sure staff is still bathing

23. Other Important Tools.. Social Networking  Twitter, Yammer Training, training, training Tracking Software (we do not recommend) Others????

24. Staffing Considerations

25. Characteristics of a Good Remote Employee Have work that is portable Take initiative when a task needs doing Highly self-motivated and self-disciplined Highly organized Able to set own priorities and boundaries Do not mind working in isolation sometimes

26. Can set up a workable home office space Not need much immediate supervision and feedback Are effective communicators in writing and by phone Characteristics of a Good Remote Employee

27. Characteristics of a Good Remote Supervisor Sets clear expectations regarding performance Available by phone, IM or email Sets regular meetings to go over tasks, deadlines and check-in Can be flexible when appropriate Builds network for employee within the agency to combat isolation of off-site work Focuses on office communication

28. Remote Supervision Policies

29. Remote Supervision Policies that Work Set clear expectation for employees (including the hours they will be working and reachable) Set clear supervision expectations for managers

30. Off-Site Work Policies for Success Set clear policies on file and equipment use and security  Dedicated and program managed equipment (no kids allowed)  Clear policies on data management and back-up  Keeping the data on your network and not on the remote laptop or desktop makes security and back-up easier

31. Policy Examples Sample hiring letter for off-site worker Sample electronic communication protocols Sample policy on setting up on-line office LSC/Flexiplace Policy

32. Questions? Let’s discuss!

33. Thank you! Alison Paul, Deputy Director Montana Legal Services Association apaul@mtlsa.org Allison McDermott, Deputy Director Pro Bono Net amcdermott@probono.net ****All Photos courtesy of flickr.com, used with permission under a creative commons license. Except for on-site employee desk photo, that one came from MLSA. Really.