Employee Training

How to Use Remote Work Videos for Improving Work Culture

Last Modified: 25 February, 2023 Leave a Comment

Remote work has become the new norm in the current business environment. Many businesses have embraced the work-from-home culture, as well as the need to find new ways to connect and engage employees virtually. Remote work videos have become a popular tool for improving work culture and fostering a sense of community among remote employees.

How to Use Remote Work Videos for Improving Work Culture

Remote work videos are videos that are specifically designed for remote teams. They can be used for a variety of purposes, including onboarding new hires, employee training and development, team-building activities, and communicating company values and goals.

These videos are an effective way to engage and connect with employees in any location.

There are numerous advantages to using remote work videos to improve workplace culture. Remote work videos can improve communication, collaboration, and engagement among remote employees by creating a sense of connection and shared experience.

They also assist employees in better understanding the company’s values and goals and can be a useful tool in fostering a cohesive and positive work culture.

Benefits of Using Remote Work Videos for Work Culture

Following are some key benefits of using remote work video in your business organization:

1. Increased Engagement and Connection among Remote Employees

Remote work videos can assist remote employees in feeling more connected and engaged with their co-workers and the company.

Employees can feel more involved and invested in the company culture by using videos for team-building activities, virtual events, and social activities.

Remote work videos can also aid in the reduction of feelings of isolation and the creation of a sense of community and belonging.

2. Improved Communication and Collaboration

Remote work videos can be an extremely effective tool for improving communication and collaboration among remote teams. Videos can be used to train, develop, and onboard new employees.

They can also be used to communicate company policies, projects, and goals.

Employees can receive information in a more engaging and easily digestible format by using videos, resulting in better understanding and retention of information.

3. A better Understanding of Company Values and Goals

Employees can benefit from remote work videos by better understanding the company’s values and goals.

Employees can feel more aligned with the company’s vision by creating videos that showcase the company’s culture, values, and mission.

Employees will be more motivated and productive if they understand how their work fits into the bigger picture.

Types of Remote Work Videos

Following are the types of remote work videos:

1. Onboarding Videos for New Hires

Onboarding new employees can be a difficult process, especially in a remote setting.

Remote work videos can be a useful tool for introducing new employees and providing them with the information they need to get started.

Onboarding videos can include information about company policies, culture, and expectations, as well as introducing new employees to their team and colleagues.

2. Training and Development Videos

Remote work videos can be used to provide training and development opportunities to employees regardless of their location.

Videos can cover a variety of topics, such as technical skills, soft skills, and industry knowledge.

Employees can learn at their own pace and revisit the material as needed by using videos.

3. Virtual Team-Building Activities and Games

Virtual team-building activities and games that engage employees and encourage collaboration can be created using remote work videos.

Videos can be used to introduce team-building activities, explain the rules, and display the outcomes.

4. CEO and Leadership Messages

Communication from the leadership team is critical for fostering a positive work environment.

Remote work videos can be used to share messages from the CEO and other leaders, such as company progress updates, new initiatives, and strategy changes.

Leaders can create a more personal connection with their employees and provide a more engaging and informative communication experience by using videos.

You can use best practices for powerful leadership in an organization.

5. Culture and Values Videos

Remote work videos can be used to highlight the culture and values of the company.

Employees can gain an understanding of the company’s history, mission, and vision by watching videos.

They can also emphasize the organization’s values, such as diversity and inclusion, sustainability, and social responsibility.

Tips for Creating Effective Remote Work Videos

Some tips for making powerful remote work videos for work culture:

1. Keep it Short and Concise

Employees in a remote work environment frequently face competing demands and distractions.

Keep your video short and to the point to ensure it is engaging and effective. Aim for a video length of 3-5 minutes as a general rule.

2. Use Engaging Visuals and Graphics

Visuals are an effective tool for attracting and retaining employee attention.

Make the video more interesting and dynamic by including engaging visuals and graphics to help convey your message.

3. Incorporate Storytelling to Connect with Employees

Storytelling is an effective way to connect emotionally with employees.

Create a narrative that engages employees and helps them understand the message you’re trying to convey by using storytelling.

4. Consider Using Humor to Keep Things Light

It’s critical to keep things light and entertaining in a remote work environment.

Consider using humor to add some personality and fun to your video.

However, be cautious not to step over the line and offend employees.

5. Include a Call-to-Action or Next steps

Employees should have a clear understanding of what action they should take after watching your video.

Include a call-to-action or next steps in your video to ensure that employees understand what they must do.

6. Consider Using an Online Clip Maker

Creating engaging and effective videos can be difficult, especially if you are new to video production.

These tools, which frequently include pre-made templates and customizable graphics, are an excellent way to get started with video creation.

With customizable templates, music and audio libraries, and a variety of editing tools, online clip makers can help you create videos that will capture your audience’s attention and keep them engaged.

Implementing Remote Work Videos in Your Work Culture

Following are the steps for applying the remote work video in your organization’s work culture:

1. Share Videos on a Regular Basis

To get the most out of remote work videos, share them on a regular basis.

Create a schedule for sharing videos, and stick to it.

This will help to keep employees engaged and informed, while also emphasizing the significance of the company’s culture and values.

2. Encourage Feedback and Discussion

Remote work videos should be a two-way dialogue.

Encourage employees to share their thoughts and ask questions about the videos.

This will contribute to a more engaged and connected workforce, as well as valuable insights into what employees require and desire from the videos.

3. Use Videos to Supplement other Communication Methods

Remote work videos should be used in tandem with other modes of communication such as email, chat, and video conferencing.

Videos can supplement these other methods by providing employees with additional information and context.

4. Consider Creating a Video Library for Easy Access

Consider creating a video library to make remote work videos more accessible.

This could be a central location where employees can find all of the company’s videos, such as onboarding videos, training and development videos, and CEO messages.

Employees will be able to easily find the videos they require, and they will be encouraged to watch them on their own time as a result.

5. Monitor Engagement and Adjust Your Strategy

Monitoring engagement with your remote work videos is critical, and you should adjust your strategy as needed.

Analyze how many employees are watching the videos, how long they are watching them for, and whether they are sharing or commenting on them.

Make informed decisions about the type and frequency of videos you create using this data.

Conclusion

In conclusion, remote work videos can be an effective tool for improving work culture in a remote setting.

They can boost remote employee engagement and connection, improve communication and collaboration, and assist employees in understanding and embodying company values and goals.

So, if you haven’t already begun using remote work videos, now is the time to begin incorporating them into your remote work strategy!

What are the Elements of Career Development?

Last Modified: 16 February, 2021 2 Comments

A career development system is formal, organized, planned in an effort to achieve a balance between individual career needs and organizational workforce requirements. It’s a relatively young function.

What are the Elements of Career Development — what are the elements of career development?

It’s necessary to attract and keep qualified employees.

It’s important for both individuals and organizations and human resource development.

What are the Components of Career Development Programs?

A career development program involves the following elements or activities:

1. Career Need Assessment

A person’s career is a higher personal element of life. A person should be permitted to make his own decision in this regard. Employees may not be aware of what they want to become.

Their career needs can be judged by evaluating their aptitudes, abilities, and potential.

The HR manager should assist employees in assessing their career needs and in identifying their career goals.

He should assist in this decision-making process by providing as much information as possible about the employee to the employee.

Employees’ primary interest should be determined to perform different types of work.

The following evaluation instruments or devices can be used to determine employees basic aptitudes:

Life Planning Workbooks: These facilitate career decision making.
Formal Assessment centers workshops: These provide employees their assessment through psychological testing, simulation exercises, and depth interviewing.
Expert Observers: They help employees to make decisions concerning proper career goals and specific development needs.

Candidates are urged to consider the relative importance of such things as prestige, independence, money, and security.

They are also asked to think about whether they basically loners or socially oriented, whether they prefer to lead or follow.

The objective in these assessment programs is not that of selecting future promotees, but rather to help individuals to do their own planning.

2. Career Opportunities

Career opportunities can be identified through Job analysis. Job description, job specification, and job redesign can reveal and chart specific career paths and lines of advancement.

Low ceiling jobs, where there is limited opportunity for significant progression, should be identified and made known to possible applications.

The employee needs to know what types of jobs are now and will be available in the immediate future, as well as in the medium and long-range information should be provided concerning:

Actual duties of jobs.
What is required in the way of training and development?
How the employees become eligible for training.
Selection criteria for those who have completed training.
What jobs lead to other jobs.
Lines of promotion and the route to the top job.
Career ladder.

Career information can be published in a booklet form, based on such information, employees can plan their own career movement and progression.

3. Need Opporuntittyh Alignement

When employees have accurately assessed their career needs and have become aware of organizational career opportunities, the next step is one of alignment.

The organization can design appropriate development programs to help employees integrate their development needs with organization opportunities.

The following development techniques can be used for the planned career development programs:

Individualized development techniques such as special assignments, planned position rotation, and supervisory coaching.
Performance appraisal: IT can provide the future potential of employees.
Management by objectives programs: It encourages employees to set personal development goals and to develop action plans.
Career Counselling: It provides career guidance to assist employees to understand their strengths and weaknesses and to avail themselves of career opportunities.
Traning and education.

4. Monitoring Career Moves

Managers maintain a record of the career movements of employees and monitor their progress towards the predetermined career goals.

Managers help to identify discrepancies and to adopt corrective measures at the right time.

Employees may also be assisted to find suitable openings outside the organization.

A career development program can be effective by:

Creating awareness towards employees’ strengths and weaknesses.
Making aware of organizational constraints.
Creating a feeling of trust in employees that their superiors care for them.
Designing appropriate career plans.
Providing support systems to give fair ad equal opportunities for all.

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13 Role and Functions of Organizational Culture

Last Modified: 6 December, 2020 Leave a Comment

Orgainzational culture can have many functional effects on organizations and their management. It is an important determinant of managerial practices. It is the foundation of a film’s success. Organizational cultures attract attention, convey a vision, and typically honor high producing and creative individuals.

What is the role of Organisational culture?

By recognizing and rewarding these persons, organizational cultures are identifying them as role models to emulate.

Organizational culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do.

What are the Role and Functions of Organizational Culture?

Organizational culture performs a number of functions within an organization. These are as follows:

1. Provides a Sense of Identity

Organizational culture conveys a sense of identity for organization members

Many are known as a fun place to work that values employee satisfaction and customer loyalty over corporate profits.

2. Generates Collective Commitment

Organizational culture facilitates the generation of commitment to an organization’s mission which is larger than one’s individual self-interest.

When there is a strong, overarching culture, people feel that they are part of that larger, well-defined whole.

Firms with good culture may be committed to the highest quality of customer service.

3. Reinforces Values and Behaviours

Organizational culture clarifies and reinforces standards of behavior.

It guides employees with words and deeds.

Thus, it is especially useful to newcomers. In this sense, organizational culture provides stability to behavior.

It also reinforces the values in the organization.

It helps employees understand why the organization does what it does and how it intends to accomplish long-term goals.

4. Promotes Social System Stability

Organizational culture enhances the stability of the social system.

Social system stability reflects the extent to which the work environment is perceived as positive and reinforcing and the extent to which conflict and change are effectively managed.

5. Gives Members a Clear Vision

An organizational culture gives its members a clear vision of the organization’s mission.

It also presents a consistent image to its markets, customers, and clients.

Over time, this image can give an organization a competitive advantage by building commitment to its products or services.

6. Defines Rewards and Sanctions

Organizational cultures define the rewards and sanctions that managers can use.

Rules develop about how good performance will be rewarded and about what sanctions will be levied for poor performance.

Organizational cultures differ in the way they use reward systems.

How to Develop Powerful Training Strategy for Employees.

7. Integrates Subsystems and Processes

Organizational culture also helps integrate organizations’ subsystems and processes.

The integration lets the organization coordinate its various actions effectively.

Common language develops within a culture, helping communication.

8. Defines Boundaries of Group

Organizational culture defines boundaries of group and criteria for inclusion in the group.

Well-defined group boundaries enhance members’ identification with the group and the group’s work.

Strong groups support and help members get their work done.

9. Defines Rules for Power and Relationships

Organizational cultures define rules for power, rules for social stratification, and the ways in which social status is determined.

Some accord social status and power to people of high achievement. Others base staus and power on seniority.

The nature and quality of peer relationships and interpersonal interactions are also defined by the organization’s culture.

10. Develops an Ideology

The last organizational culture function is the development and communications of an ideology that defines what the organization is all about.

An ideology is a set of overarching values that collect all the basic assumptions embedded in the organization’s culture.

An ideology is a guide to action. It is communicated to the newcomers.

11. Serves as a Control Mechanism

Organizational culture also serves as a control mechanism for shaping behavior.

Norms that guide behavior are apart of the culture.

12. Other Functions

Organizational culture is an important source of stability and continuity to the organization.
It helps newer employees interpret what goes on inside the organization.
It helps stimulate employee’s enthusiasm for their tasks.
It expresses the rules of the game for getting along and getting things done and ways of interacting with outsiders.
It defines organizational goals.

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8 Key Importance of Change in an Organization

Last Modified: 8 December, 2020 Leave a Comment

Change in an organization is a reality. Managing change is an integral part of every manager’s job. Effective managers understand when change is needed. They guide their organization through the change process.

Organizational change refers to a planned or unplanned transformation in an organization’s structure, technology, and or people. It is the movement of an organization from its current state to some future and hopefully a more effective state.

Why Organizational Change is Important?

The importance of organizational change is explained under the following heading:

1. To Survive and Prosper

In today’s highly complex world, organizations need to continuously adapt to new situations if they are to survive and prosper.

While change can threaten the survival of an enterprise, it also frequently offers an unprecedented opportunity for growth.

2. Fact of Modern Life

The amount, direction, and rapidity of change may vary among enterprises, but change over time is an inherent aspect of all enterprises.

There is, therefore, a clear need to understand and know how to introduce change in a manner consistent with enterprises objectives.

3. Part of Modern Management

Dealing with change is an inescapable part of modern management.

Change expert, said: Living means solving problems and growing up means being able to solve bigger problems.

The purpose of management, leadership, parenting, or governing is exactly to solve today’s problems and get ready to deal with tomorrows problems. This necessary there is change.

4. Change Masters are Needed in Turbulent Times

Outside the organization, environmental conditions are generally becoming less stable, they are event becoming turbulent.

Inside the organization, employees are changing, bringing higher educational levels, placing greater emphasis on human values, and questioning authority.

In such situations, change masters are needed who are adept at the art of anticipating the need for productive change.

5. Universal Aspect of All Enterprises

Change is a universal aspect of all enterprises.

Every enterprise must confront the challenge of continually reorganizing itself (even redesigning its basic structure it necessary) to achieve its objectives in the face of change, much of which it does not control.

6. Organization without Change Maybe Crippling

To be effective, an enterprise must be anchored in the past and yet adaptable to future conditions.

Both changes without order and order without change are equally cropping.

13 Role and Functions of Organizational Culture.

7. Inevitable

Nothing is more certain in modern organizations than that they will face change and need to change.

Why is change management important in an organization?

Managing changes is one of the most difficult challenges that business organizations face today.

8. Global Economy Places New Demands

The global economy has brought extensive changes in competition, markets, and internal controls. Information technology is placing new demands on managers, workers, and executives.

No one in the organization can be effective today without being familiar with these changes.

Conclusion:

The organizational change is an episodic activity.

That is, it starts at some point, proceeds through a series of steps, and culminates in some improvement.

It has a beginning, a middle, and an end.

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Top 25 Major Reasons Why People Resist Change

Last Modified: 2 December, 2020 Leave a Comment

Resistance to change by organizations and their members is a common and natural phenomenon. Resistance can be overt, implicit, immediate, or deferred. Resistance to change hinders adaptions and progress.

Organizational change is a rational response to changing requirements for organization survival, growth, and effectiveness.

What are the Major Reasons for Resistance to Change?

These include the following:

1. Self Interest

Individuals seek to protect a status quo with which they are content due to their vested interests.

People invest their efforts and commitment to systems, procedures, and technologies to make them work.

They may have a personnel stake in their specialized skills.

Thus, threats to the interests and values of individuals generate resistance to change.

2. Misunderstanding and Lack of Trust

People resist change when they do not understand the reasons for the change or its nature and likely consequences.

Similarly, if managers have little trust in their subordinates, information about change will be withheld or distorted.

Sometimes, the way in which change is introduced can be rested rather than the change itself.

3. Low Tolerance of Change

People sometimes resist change because they have a low ability to cope with change, to face the unknown, to deal with uncertainty.

4. Uncertainty,

Uncertainty is the lack of information about future events. It represents a fear of the unknown.

It is a threat for employees who have a low tolerance for change and fear the novel and unusual.

They do not know how the change will affect them.

5. Cynicism

Sometimes change efforts are seen simply as something that new managers do to make their mark.

Over time, employees see change efforts come and go much like the seasons.

Eventually, cynicism sets in, and employees refuse to support yet another change program.

6. Habits

Habits are hard to break.

They are sometimes serious constraints to change.

Most employees resist change due to their habits that have been developed over the years.

7. Security

People with a high need for security are likely to resist change because it threatens their feelings of safety.

8. Economy Factors

A change that creates a fear of economic loss among employees is likely to generate resistance to change.

Change may bring 1. Lay off or retrenchments 2. Reduced job opportunities. 3. Wage cuts, 4. Demotion or 5. reduced monetary benefits.

Thus, it may lower one’s income. For all these reasons, employees resist change.

9. Lack of Skills

Without adequate introductory or remedial training, an otherwise positive change may be perceived in a great way.

10. Emotional Side Effects

Those who are forced to accept the job change commonly experience emotional side effects.

They feel a sense of loss over past ways of doing things.

This generates resistance.

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11. Inertia

Usually, people don’t want to disturb the status quo.

The old ways of doing things are comfortable and easy.

Hence, people don’t want to shake things up and try something new.

12. Timing

People often resist change because of poor timing.

Where possible, managers should introduce change when people are receptive.

13. Peer Pressure

Sometimes, work teams resist new changes, Even if individual members do not strongly oppose a change suggested by management, the team may band together in opposition.

14. Fear of Failure

Challenges presented by significant job changes can create a fear of failure.

Similarly, past bitter experiences of failure may cause resistance to change.

15. Lack of Tact

It is not important what is said in shaping our attitude towards people and events.

How it is said is often more important.

Lack of tactful and sensitive handling of change may generate resistance.

16. Structural Inertia

Organization structures are designed to sustain stability.

Why do people resist organizational changes?

Thus, the existing structure may not be suitable for the changes to be introduced

Hence, the structure itself becomes the cause of resistance to change.

17. Limited Focus of Change

Organizations are made of a number of interdependent subsystems.

One subsystem cannot be changed without affecting the others.

18. Group Inertia

Even if people want to change their behavior, group norms or rules may act as a constraint.

19. Threat to Expertise

Sometimes, a change may require the transfer of responsibility to perform a specialized cd task to a new group of experts.

But the group of an expert losing the responsibility for performance may oppose the change.

20. Threat to Power Relationships

Sometimes, redistributions of decisions making authority may cause loss of power or influence some group of managers.

They may require to redelegate their power if the change is to be implemented. Thus, they will resist change.

21. Increase in Responsibility

Sometimes, a change may add more work and responsibility to the existing work of managers.

Hence, the manager’s ma opposes the change.

22. Resource Constraints

Genrally, organizations have limited resources.

Hence, any changes which require a huge investment in resources, are bound to drop.

Also, those groups in the organization that control sizable resources often see changes as a threat.

23. Personality Conflicts

Managers who are disliked by their people are poor conduits for change.

24. Other Reasons

The other reasons for resistance are as follows:

Change may erode the power of the employees.
People do not understand the nature of the change.
It may render their existing skills obsolete.
It may impose higher standards of performance on them.
It may result in conflict between personnel and organization objectives.

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10 Techniques of Building Support for Organizational Change

Last Modified: 26 November, 2020 Leave a Comment

To implement and manage change, a force of support needs to be built before, during, and after a change. Several effective tactics for dealing with resistance to orgainzational change have been identified. Of course, the manager should not give up in the face of resistance to change.

techniques of building support for organizational change — techniques of building support for change

Changes are a pervasive influence. It is an inescapable part of both social and organizational life. Change can affect all aspects of the functioning of the organization.

Although these are no sure-fire cures.

How to Develop Support for Orgainzational Change?

The following techniques and a wide variety of positive activities to build support are described below:

1. Education and Communication

It involves educating employees about the change before it is implemented.

Facts and information regarding change can be provided and ideas issues can be discussed.

For communication, various methods such as presentations, memos, and reports can be used.

2. Participation and Involvement

Those affected by the change can be allowed participation in designing and implementing the organizational change.

Ad hoc committees or task forces can be useful vehicles for involvement.

This results in commitment, not just compliance.

3. Facilitataion and Support

This involves providing training and socio-emotional support for dealing with change.

It can be done by instructional sessions, listing, and counseling.

4. Negotiation and Agreement

Incentives can be offered by bargaining over various aspects of the change.

Negotiations can result in mutual agreements and cooperative behavior.

5. Manipulation and Co-optation

It is a convert strategy to influence individuals to seek maximum support for desired change.

An individual who is resisting a change may be given a key role in the decision or implementation of organizational change.

6. Coercion

A manager can threaten employees with loss of jobs, promotions, or raises in order to secure support for change.

It may prove risky if it develops negative attitudes and dysfunctional behavior.

7. Use of Group Forces

A group is an important tool for bringing strong pressure on its members to organizational change.

As one’s behavior is firmly grounded in the group to which he belongs, changes in group forces will encourage changes in individual behavior.

8. Leadership for Change

Capable leaders reinforce a climate of psychological support for change by applying the appropriate leadership styles.

how to implement change in the workplace

Organizational change is more likely to be successful if the leaders introducing it has high expectations.

9. Shared Rewards

To minimize resistance it should be made sure that there are enough rewards for employees, in the changed situation.

Rewards give employees a sense of progress with a change.

10. Employee Security

Along with shared rewards, existing employee benefits must be protected.

Security during a period of change must be ensured

Seniority rights, opportunities for advancement, and other benefits should be safeguarded when a change is made.

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