While remote work isn’t new, the pandemic gave professionals worldwide a deep dive into its benefits. Employees found themselves productive, comfortable, and able to balance personal time effectively—a win-win for both employees and employers. However, as the pandemic waned, many companies, big and small, started calling employees back to the office. They cited reasons like lack of in-office collaboration, discipline, seriousness among employees, and concerns over data security.

A mid-2023 survey by global payroll provider ADP revealed that 39% of Australian employees considered flexible hours the most critical job factor. Moreover, two-thirds of global workers said they would contemplate job changes if forced back into the office full time. Australian workers reported high satisfaction (60%) with the flexibility their employers offered. However, many were eager to extend their remote work benefits, with some even seeking opportunities to work from overseas.

These findings suggest that remote work is here to stay. However, the current management of virtual offices is far from perfect and has room for improvement. To address this, we spoke with Jo Scard, CEO and Founder of Fifty Acres. She shared her best practices and strategies to enhance the state of remote workplaces today.  

Excerpts from the interview: 

In what ways can virtual work environments continue to evolve to better support both employee well-being and organisational goals?

Virtual work environments can evolve in some really impactful ways to support both employees and our goals as a team. One big thing is leveraging new technology to enhance how we collaborate. Tools like Figma are incredibly useful because they let us work together in real-time on projects, which not only boosts productivity but also makes everyone feel more connected.

Another key area is promoting work-life balance through flexible scheduling. We’re all about letting people work at times that fit their personal lives while still making sure we deliver great work for our clients. I actually started the agency because I wanted that kind of flexibility for myself and for others. For example, I don't want to tell someone they can't have their dog at work when I have mine or that they can't go out for a haircut in the middle of the day if that's what they need. So, I tell my team, "Take your laptop, take some earphones, and just work around it." That kind of flexibility really makes everyone more committed to their jobs. We work normal hours, people start at 9 am, they work long hours, and they work really hard, but they have the freedom to manage their work and personal lives in a way that suits them best.

What are the most significant opportunities and risks associated with the future of virtual work?

One of the best things about virtual work is the flexibility it provides, allowing people to prioritise their families more easily. For example, my team includes working mums with young children. Virtual environments help them balance school runs and work commitments, so they can have fulfilling careers while taking care of their families. It's amazing to see them thrive in both areas without having to compromise.

Another big advantage is the cost savings. People are often surprised when I tell them that my monthly costs for co-working spaces are under $500. I cover my staff's phone bills, but they use their own laptops and pay for their own electricity and Wi-Fi. This keeps our overheads low, which means we can offer more competitive pricing to our clients.

However, there are some risks to consider, like missing out on those spontaneous office chats and coffee breaks, which can leave you feeling a bit isolated. That's why we're big on regular check-ins here. We do these one-on-one catch-ups to keep everyone in the loop and feeling part of the team. It's all about staying connected and making sure nobody's left out.

What leadership qualities do you believe are most important for managing a virtual workforce? What advice would you give to other leaders about managing virtual teams effectively?

I think that openness and trust are crucial qualities for managing a virtual workforce effectively. People often ask me, "How do you keep tabs on your team when they're not in the office?" I always say, it's all about the work they produce and the results they bring in.  In a traditional office, you never really know what someone at the next desk is up to—whether they're browsing the internet or planning their next vacation. It's the same principle with remote work; it's about the output.

We have weekly team meetings where we dive deep into client projects. And day-to-day, we're constantly chatting on Slack, text messages and phone calls, keeping that connection strong. The key is keeping those lines of communication wide open and letting them know that you are available. It's not about micromanaging; it's about believing in your team's ability to deliver and being there to support them when needed.

For other leaders navigating virtual teams, my advice would be simple: trust your team. Trust goes a long way in motivating them to excel. Also, don't ignore issues when they arise. Address them promptly and clearly communicate expectations. That way, everyone stays motivated and focused on hitting those goals together.

How do you facilitate meaningful interactions and collaborations among employees who may never meet in person? What role does technology play in creating real connections, and what tools have you found most useful?

Even though our team spans across Australia and Singapore, we're big on staying connected. We have catch-ups where we hash out what's on our plates, how things are going, and if anyone needs a hand. It really helps keep us all on the same page and feeling like we're in it together.

We've built this culture where everyone feels comfortable talking about challenges and any issues they are facing. It's about supporting each other, whether it's work stuff or just venting about a tough day. Celebrating wins, big or small, is also important. Even if it's just virtual high fives and emojis, acknowledging achievements boosts morale and team spirit.

Technology plays a vital role in fostering these connections. Zoom and Slack are our go-tos for quick chats and staying updated. Lately, we've been trying out this new tool called Productive for project management, and it's been a game-changer. It keeps us organised and makes sure nothing falls through the cracks.

We’ve also have our Canberra retreat coming up, which we're all excited about. It'll be great to meet face-to-face, talk strategy, and just hang out over dinners. Building those personal connections is key, even in a virtual world.

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How do you identify and support employees who may be struggling with mental health issues in a virtual work environment? What role do managers play in monitoring and supporting the well-being of their remote teams

Identifying and supporting team members facing mental health challenges in our virtual setup is something we take very seriously. We keep communication channels wide open and encourage everyone to feel comfortable talking about their well-being. 

For managers and team leaders, it's about more than just tracking tasks; they notice any changes in behaviour or signs of stress during our regular check-ins. Our team leaders play a critical role in monitoring and supporting their teams' well-being. It's about listening actively and picking up on cues—like noticing if someone seems quieter or less engaged than usual. These virtual meetings aren't just about updates but a chance to connect on a personal level and offer support where needed.