Ann Marie Puig on managing a remote workforce during the coronavirus pandemic

Numerous organizations are requesting that their representatives work remotely with an end goal to hinder the spread of the coronavirus, COVID-19, and save the wellbeing and security of their employees, and their employees’ families. This change makes another arrangement of difficulties for managers to help and remain associated with their recently remote workforce, but Ann Marie Puig, a seasoned business owner and philanthropist from Costa Rica, knows how to overcome workforce obstacles and weighs in on the subject of remote work during the coronavirus pandemic.  

Moving a whole division or organization to remote can trigger a shockwave of progress.  To help moderate this, start by assessing current supervisors and rally a group of specialists who have remote work understanding. These individuals ought to have the option to impart subtleties and fill in as assets to the individuals who will definitely have questions.  “A centerpiece of this present group’s job will be to archive difficulties continuously, so organize those difficulties directly, and allocate DRIs (directly responsible individuals) to resolve problems,” says Puig.

Executive assistants may likewise take on a progressively noteworthy job in the change.  They can work as documentarians in gatherings and help with inner interchanges and provide a much-needed link to reduce the amount of communications chaos.

A “source of truth” guide can be simple to begin, yet will fill in as a solitary wellspring of truth for the squeezing questions. You’ll have to convey this across the company and update it consistently with DRIs for normal inquiries around devices and access. This can begin as a solitary organization website page or archive in Notion or Ask Almanac, and will work well for you significantly after the present emergency dies down.

“One of the most sizable difficulties while going remote is keeping everybody on top of it in a proficient manner,” says Puig. “Put purposeful exertion around methodically archiving significant procedure changes in a focal spot to limit disarray and brokenness.”

Contingent upon group size, consider making a consistently on video gathering room per group, where colleagues can wait, or go back and forth however, they see fit. This reproduction helps acclimation, empowering colleagues to grasp the move to remote in a less bumping manner.  It likewise shows purposefulness around casual correspondence — a significant component that happens unexpectedly in an office and requirements a prompt substitution in a remote setting.

Whatever your present view on straightforwardness, business owners ought not to keep down during this time. It’s essential to keep up points of view through this move,“ explains Puig.  ”Everybody responds to remote work in an unexpected way, and not all homes are perfect workspaces. This can (and likely will) feel shaking, and colleagues will expect visit refreshes as entrepreneurs repeat on their communication plans continuously.“

While working remotely, your organization should strip the device stack down to a base. Google Docs; an expansive talk apparatus (like Microsoft Teams or Slack), and Zoom or another video conferencing stage are all you have to begin. In the event that your group needs access to inward frameworks through a VPN, guarantee that everybody has simple access and guidelines on utilization are clear.

People are normally impervious to change — especially change that is constrained during times of vulnerability or emergency.  Business owners should meet this reality head-on. An all-hands way to deal with perceiving the new the truth is fundamental to enabling everybody to add to the accomplishment of a remote model.

Especially for organizations with solid ”in-office societies,“ it is crucial for administration to perceive that the remote progress is a procedure, not a parallel change to be flipped. ”Entrepreneurs are answerable for grasping cycle, being open about what is and isn’t working, and informing this to all representatives,“ says Puig.  ”Dealing with a remote organization is a lot of like dealing with any organization. 
It comes down to trust, correspondence, and expansive help of shared objectives"

About Ann Marie Puig

Ann Marie Puig has been a distinguished Consultant, Assistant Controller, Accounting Manager, Director of Accounting and Finance and Chief Financial Officer for almost 20 years. 
She is bilingual in Spanish and English and has a reputation for accurate, clear and concise record management in month-end closings, accruals, reconciliations, AP, AR and JE, as well as superior human resource skills.   She is extremely knowledgeable in current technology, eCommerce and a variety of Industries.

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