MANAGE

VIRTUAL TEAMS

PRESENTED BY:

SUMA HAREGOPPA VENKTAGIRI

ontents1

2

3

4

Introduction

Types of Virtual Teams

Challenges Faced by Companies

Benefits of Using Virtual Teams

5

6

7

8

Elements of Measuring ROI for Virtual

Teams

Planning and Strategizing

Need and Importance

HR Roles and Responsibilities

Methods and Strategies for Managing Virtual Team

Programs

9 Challenges faced by the HR

10

Part 1 INTRODUCTION

As the world of work becomes

increasingly global, workers are

frequently required to

perform as a virtual team. Virtual

teaming affords a number of benefits

including the

opportunity to tap into a global pool of

talent and in turn, leverage diverse

experiences and

perspectives.

VIRTUAL TEAMS

VIRTUAL TEAMS1Part INTRODUCTION

Part 2

TYPES OF VIRTUAL TEAMS

TYPES OF VIRTUAL TEAMS2Part

Basic varieties of teams

Varieties of Virtuality

Outsourcing and Offshoring

Right Shoring Vs. Offshoring

Team Dispersion

Agile Distributed Teams

Part 3CHALLENGES

FACED BY

COMPANIES

CHALLENGES FACED BY COMPANIES3Part

Managing

Conflict

Decision

Making

Absence of

Collegiality

Not enough

Time to Build

Relationship

Difficult to

Establish

Rapport and

Trust

$

Other challenges:

- Language

- Holidays

- Local laws and customs

- technology

Part 4 BENEFITS

BENEFITS4Part

ROI

Applying ROI to the virtual team context is a

challenge because it is not possible to

assign monetary values to each of the benefit and

cost factors.

Formula for the calculation of ROI =

Benefits/Costs ( no specific formula to calculate

to measure ROI for virtual team analysis)

Part 5

ELEMENTS OF

MEASURING ROI

ELEMENTS OF

MEASURING ROI5Part

1. Subjective Business Outcomes refers to the

factors that indirectly contribute to the

bottom line of the business

2. Resource Input - In addition to the above stated

outcomes, effective functioning of

virtual teams require certain inputs such as travel,

training/coaching, use of

technology, personnel and other related admin costs.

Part 6

PLANNING AND STRATEGIZING

PLANNING AND STRATEGIZING 6Part

NO FIDELITY LOW FIDELITY HIGH FIDELITYVirtual teams that rely on a weak

collection of minimal work tools,

like telephone, email, and paper-

based communication

Teams that have adopted early web-

based solutions, like online document

repositories, chat, portals and intranets,

are making their business processes

more

streamlined, but are largely lacking

shared ways to track work socially

Virtual teams can adopt the best

that today’s web has to offer and at

a very

low-cost: video/audio conferencing

and advanced work media tools can

bridge the social

gap inherent in virtual work.

PROCESS6Part

Part 7

NEED AND

IMPORTANCE

NEED AND IMPORTANCE7Part

Part 8HR ROLES AND

RESPONSIBILITIES

HR ROLES AND RESPONSIBILITIES 8Part

1. Establishing a proper

mode of communication

6. Identifying ways so as

proper rapport can be

established between

Team

Members

4. Members Selection

3. Ways to create interest among

members to remain focused at their

work and

are willing to contribute to the

Team’s cause

2. Design appropriate

training program

5. Defining the quantum of

work, deciding as to how the

employees will be paid

Part 9

CHALLENGES FACED

BY THE HR

REWARDING

PERFORMANCE

CHALLENGES FACED BY THE HR9Part

RECRUITMENT

TRAINING AND

DEVELOPMENT

Part 10

METHODS AND STRATEGIES FOR

MANAGING VIRTUAL TEAM PROGRAMS

METHODS AND STRATEGIES FOR MANAGING

VIRTUAL TEAM PROGRAMS10Part

CO

MM

UN

ICA

TIO

N • Compensate for the fact that you are not bumping into each other

• Have a chat room open constantly

• Choose the right communication style

• Use tools for quick video or visual communication

• Screen sharing tools

• Collaboration on documents and spreadsheets

• Set up a project management system, and actually use it

PR

OD

UC

TIV

ITY • Implement systems

• Allow a degree of flexible work hours but also keep some consistency

• Track work output

• Track hours worked, attendance and other basic measures of productivity

• Organize a system of overlapping times for communicating in different time zones

• Do a quarterly review to see how your virtual team members are coping

HIR

ING • Test new employees

with short-term work before hiring them full time

• Pay virtual team members well

• Look for people who are the right fit for virtual work

• Create a standard on-boarding process for educating new employees about your company

CU

LTU

RE • Inspire via video

• Meet in person

• Nurture virtual friendships

• Create a true “team” feeling

THANKS

Presented by Suma Haregoppa Venkatagiri