Boosting culture with collaborative technology

Collaborative technology such as Microsoft Teams is increasingly appreciated for its ability to help employees when it comes to areas such as productivity, teamwork, training, task management and communications.

But with the COVID-19 pandemic dramatically transforming the way we work, these tools can also play a big role when it comes to combatting isolation and supporting corporate culture and overall wellness, says Carolyn Byer, head of HR at Microsoft Canada.

“To really maintain a positive and productive workforce, employers like us really have an obligation to provide all employees with tools that they need to do their job and really feel included and part of the workforce.”

Digital tools such as Microsoft Teams and SharePoint are going to become more important as we move into this new model of work where some employees return to the office and others remain remote for the foreseeable future, she says.

They’re meant to be that digital translation of an open office space, says Byer.

“It really is intended for collaboration through chat, through file sharing, through videos. And the reality is — and we’ve been doing a lot of research on this — that employees do feel less connected at home and they’re actually having what we call digital fatigue from being online all the time.”

One new feature that’s been introduced by Microsoft is “Together mode,” which places all the participants on a video call together in a virtual space, such as an auditorium, meeting room or cafe, so they look like they’re in the same place together.

“When you think about being on calls and not really knowing who’s speaking or being able to read the room, when you’re in that [Together mode] scenario, you see that and you can feel it and you actually feel more connected to your colleagues,” says Byer.

“It’s a lot of fun and… it really takes some of the optics away of feeling separated.”

Keeping people better connected not only helps with brainstorming sessions but also when leaders are trying to be more inclusive and make sure everyone feels that they can contribute to the call, she says.

“This really does help make it more human and… those organizations that did make that investment pre-COVID around the collaboration and teaming tools or the cloud infrastructure have really seen this investment pay off because they’re able to bring their teams remote and keep them engaged. And as the economy begins to open and more businesses start to get their hands around this new way of work, I think there’s a potential for us to partner with those organizations to help them digitally transform and catch up and respond and create that inclusive workplace.”

Focusing on culture
Corporate culture is an area Byer is passionate about, knowing how much it contributes to an organization’s success. But with the dramatic rise in remote work, that represents a big challenge, she says.

“Organizations really have to rethink these cultural norms to ensure that everyone feels included and that they feel supported regardless of where they’re working. I think the pandemic has been fascinating because many employees can now really see what can be accomplished both personally and professionally when they’re supported by a flexible work culture.”

With that in mind, Byer has four tips for employers and HR when it comes to workplace culture and supporting employees in a remote scenario. The first? Upskilling and training employees.

“We have an obligation to support our teams, to ensure they understand the tools and the technology that come with remote work. And we need to make sure they’re getting the most out of it so that they can be the most productive,” she says. “A lot of people may not even know where and what capabilities are out there that they could tap into that could really make a difference.”

Secondly, organizations and HR teams should be shifting the culture of accountability, says Byer.

“When you think about your performance and development programs, you really need to be shifting it to results. I think sometimes people think of it as ‘time in office.’ And when you start to really enable more of a results-oriented reward structure, it’s going to drive people to team and collaborate. And if managers are focused more on results, it actually makes managing in a remote work environment so much different.”

The third tip is about engaging your teams. While video calls and file sharing definitely provide an advantage, it’s about rethinking how to bring those larger groups together, she says.

“Right now, our Team meetings are growing to support 1,000 participants and we’re even thinking, ‘OK, we’ve got to think larger than this now and this is the reality of work.” So, we’re now looking to support a view-only meeting experience that can accommodate up to 20,000 employees.”

Lastly, maintaining and boosting culture is about creating boundaries, and having employees establish routines, says Byer.

“It’s easy to fall into the 24-7 [workweek], not separating work from home. And we also have to have our managers and leaders really role modelling that work-life balance approach.”

In a physical work environment, people naturally take breaks through the commute, coffee breaks or laughing with coworkers. But in times like these, with so many people at home, it’s important to maintain boundaries, she says.

“Employees have to avoid this temptation to work around the clock because doing so is not good for their health and it’s not good for the business.”