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Why accompany the implementation of teleworking ?

More and more employees are asking for access to teleworking? at the same time, you want to explore teleworking but you are asking yourself whether this is not just a trend ?

Many questions arise:

  • Are all functions "teleworkable" functions ?
  • What attitude to adopt with non-teleworking profiles ?
  • How do employees consider teleworking ?
  • Does the commitment to the employer change with teleworking ?
  • Without teleworking, is there a risk of not being able to attract new talents compared to competitors ?
  • What kind of management style to adopt in teleworking ?
  • Will the offices become empty when teleworking has been implemented ?
  • How to maintain social binding ?
  • It is profitable ?
  • What investments will be needed besides the the technical equipment ?


Getting interested in this new way of working inevitably involves a phase of gathering information, often online, around this topic, namely:

  • the forms of teleworking and its jargon;
  • legal needs;
  • or the standard procedures to be adopted.


Believing that teleworking can be implemented on the basis of the general information, without any help, means exposing oneself to certain risks and misunderstandings, inside the company, as well as in terms of rights and obligations.


Field experience shows that these organizations, although enthusiastic but impatient, want to start teleworking without anticipating the unforeseen pitfalls or drifts that can result from a lack of reflection and framework around this new way of working.


Teleworking impacts the organization in several ways:

  • human resources: the recruitment and retention of varied and diversified talents and the definition of a teleworking function or task;
  • the legal framework: contract amendment, internal rules, the insurance coverage;
  • the digital environment: setting up, training, security, information, sharing, remote collaboration;
  • managers must become real teleworking ambassadors;
  • the skills and attitudes at each hierarchical level: trust, situational leadership, increased communication, motivation and team feedback;
  • team collaboration: autonomy, project management, creativity, social binding, team spirit;
  • the teleworker: autonomy, remote collaboration, time management, psycho-social risks, ergonomics, work-life balance;
  • the external image: customer satisfaction, ecological footprint, better mobility management.


Nest Your Desk supports you every step of the implementation, namely : awareness, analysis, decision and training.

Having a neutral counterpart on board allows your management team to:

  • define what teleworking means for your organization;
  • anchor your new strategy by evaluating your objectives, performance and needs for well-being;
  • clarify why you give access to this new way of working;
  • analyze the existing situation;
  • identify the investment needed in time, people and methodologies;
  • facilitate dialogue between internal and external players;
  • let go of some mental blocks: beliefs, stereotypes, resistance, fears, unfairness,...mainly affecting (middle) management;
  • prevent and avoid certain risks and conflicts during the implementation;
  • create an appropriate policy or charter;
  • agree on a specific communication plan;
  • develop 'soft skills' for more productivity and well-being, both for your managers and your employees, through a range of adapted training.


The external counterpart allows you to:

  • take the necessary step back and offers you neutral arbitrage to face obstacles;
  • decide creatively and collectively;
  • use, in a autonomous way, some personal, team and management tools;
  • have a long-term perspective on teleworking and its possible evolution.


Let go of the 'Do It Yourself' mode and choose for your external ally to implement a teleworking tailored made to your organization and that is functional, qualitative and sustainable.