SMART work design and technology

What is a virtual team?

A virtual team has members who work in different locations and so interact via technology. The degree of virtuality can vary. Some teams have low levels of virtuality (e.g. the team is co-located most of the time), while other teams are highly virtual (e.g. everyone is in different locations all the time). Somewhere in between are hybrid teams that have both face-to-face and technological interactions.

The degree of virtuality can also change over time – sometimes slowly but at times abruptly (e.g. during the COVID-19 pandemic).

Use SMART work design to create a high-performing virtual team

Designing SMART work for a virtual team involves tailoring the composition, content, structure and operating environment to suit the team.

Here are some ways you can create SMART work for virtual teams in your organisation:

You can create STIMULATING work for your virtual team by:

• Allowing teams to work on complex problems that cannot be solved by an individual
• Embracing complexity, and encouraging team members to stay in touch and communicate often. Do not break down complex projects into simple micro-tasks.
• Balancing team members capabilities and capacities so they are challenged by non-routine situations.

You can encourage MASTERY by:

• Offering feedback at different levels (e.g. for the whole team, for subgroups, for individuals), from different sources (e.g. peer-to-peer feedback or client feedback) and at different points throughout a project (e.g. at the midpoint and the end)
• Providing feedback that is specific (e.g. focus on specific behaviours and outcomes), constructive (e.g. look for positives or learning opportunities) and respectful
• Being clear about what you expect from the team as a whole and how individuals can contribute.

You can foster AGENCY by:

• Giving teams enough decision-making power to develop into an autonomous and self-managed group (e.g. set clear goals and allow the team to decide how to achieve them)
• Letting the team decide when they work to accommodate people in different time zones
• Removing unnecessary organisational or technology boundaries (e.g. give everyone access to work folders and platforms).

You can create RELATIONAL work by:

• Enhancing interdependencies and exchanges between team members
• Organising opportunities for people to meet virtually (e.g. virtual morning teas)
• Introducing social support channels that allow people to ask for help or advice.

You can keep work demands TOLERABLE by:

• Setting reasonable deadlines, including allowing for a worst-case scenario
• Considering introducing an organisation-wide policy on emailing after hours
• Monitoring workloads of people who are in multiple teams and establishing back up arrangements for peak periods
• Being mindful of technology fatigue and non-work-related additional demands.