Copy

right

201

3-20

14

Five challenges to virtual team Success

Presented by

Aditya Rana

Amrinder Kaur

Gurdit Singh

Manjot singh

Priyanka kumari

Copy

right

201

3-20

14

Virtual Teams

• People who work for a share purpose,cordinate and communicate through technology.

• Group of interdependent people.• Located across the world.• Members from different cultures• Hardly seen each other.• Allows originations' to combine best expertise.

Copy

right

201

3-20

14

Exponential Increase

• There has been an exponential increase in virtual teams because of following reason

9/11 event

2001-2002 recession Travel restrictions

Copy

right

201

3-20

14

According to surveys:

• According to US labor department 19 million people work from home online.

• Research on US company Sabre,out of 500 members 8 members on average are per team.

• Virtual team members are located both on field and home.

Copy

right

201

3-20

14

• For global virtual teams there are cultural & communication barreir.

• Virtual teams require high startup costs.• Sometimes the outcome of team decreases.

Copy

right

201

3-20

14

Dimensions of virtuality

• Dimension1- Proportion of time of team members spent face to face.

• Dimension2- Proportion of team members at one location.

• Dimension3- Proportion of time, members devote to virtual teams.

Copy

right

201

3-20

14

Five Challenges

1. Building trust.2. Process gains and process losses.3. Overcoming isolation 4. Balancing technical & interpersonal skills5. Virtual team performance.

Copy

right

201

3-20

14

Trust

• Trust is glue of workforce.• Building trust is greater challenge.• The virtual the organisation the more people

need to meet in person .• Challenge for virtual teams is more as

compared to face-face teams.

Copy

right

201

3-20

14

How to gain trust ?

• We gain trust in people when they deliver what they promise.

• Trust can be build virtually rather then meeting face to face.

• Face-face trust is known as BENEVOLENT TRUST.

• Virtual team trust is known as ABILITY-BASE or TASK-BASE trust.

Copy

right

201

3-20

14

Challenge 2:Maximizing Process Gains and Minimizing Process Losses on Virtual Teams

Conventional Wisdom: Virtual teams will struggle with creating synergy.

Group process gains produced in face-to-face teams are more difficult to obtain in virtual teams.

Example: Nancy Kurland and Dianne Bailey

Copy

right

201

3-20

14

Challenge

Overcoming group process losses associated with virtual teams

Creating synergy without daily physical encounter

Every team must complete a business plan outlining its annual goals and objectives

Copy

right

201

3-20

14

Response to challenge

Teambuilding Pre-launch classroom activities include:

Clarify roles Build personal relationships Develop team norms Establish group identity

Continuous virtual team training

Copy

right

201

3-20

14

Lesson learned

Extensive training helps virtual teamwork to overcome process losses.

Comprehensive training can create synergy

Stereotyping, gossip, politics and conflict are often minimized

Copy

right

201

3-20

14

Challenge 3

Overcoming feelings of Isolation and Detachment Associated With Virtual

Teamwork

Copy

right

201

3-20

14

CONVENTIONAL WISDOM

Face to Face teams

Social interaction with supervisors and coworkers.

Team members are more productive and satisfied.

Motivated and satisfied as a result of interactions (lunch brakes, promotion celebrations).

Virtual Teams

No physical interaction. (isolated) .

Less productive and satisfied.

Less motivated and satisfied ( lack of interactions).

Copy

right

201

3-20

14

Actions taken by Sabre

Individuals with strong social needs may find virtual teamwork difficult , others desire independent , virtual work.

Gave employees option for working from home or an office (interaction opportunity).

Team building and training sessions. Virtual team members were invited General manager frequently communicated with

virtual team members to reduce feelings of isolation.

Copy

right

201

3-20

14

Learnings

Virtual teams needed more frequent communication. Detachment and alienation can be overcome with careful

attention to social needs. Team leaders play a critical role in maintaining continuous

contact with remotely situated virtual team members. Redesign job assignment to provide virtual team

members with occasional face to face customer contact to reduce isolation.

Organize face to face meetings for virtual team members at company sponsored conferences.

Copy

right

201

3-20

14

Challenge 4 – Balancing technical and interpersonal skills

Conventional wisdom Since face to face interaction are minimal , some managers assume that interpersonal skills for virtual team member are less important than for face to face teams.Some Examples-• Beverly Geber suggests that managers should select people who are comfortable sharing information and working with computers.• Manager in Martha Haywood’s book Managing Virtual teams Stated:

Copy

right

201

3-20

14

Sabre’s Experience

Ideal virtual team member skills-•Communication•Desire to support team and team work•Flexibility and adaptability•Giving and receiving Feedback.Therefore experiment suggests that virtual team must possess excellent interpersonal skills.

Copy

right

201

3-20

14

Challenge of recruiting team with right balance

To overcome this challenge Sabre, Inc used two approaches of selecting team members-1. Behaviour interviewing and scenario based

questions.2. Panel Interviews.

Copy

right

201

3-20

14

Challenge 5:Assessment and Recognition of Virtual Team

Performance

Conventional wisdom suggests that it is extraordinarily difficult for virtual team leaders to assess member performance and ensure fairness.

Copy

right

201

3-20

14

Sabre developed a multi-tiered assessment process with a balanced scorecard which consists of: •Growth (Share of the market)•Profitability•Process improvement•Customer satisfaction

.

Copy

right

201

3-20

14

Growth:1. Managers collect survey data quarterly

from each team’s external customers. 2. Then Sabre posts team customer service

scores on the intranet.3. Members know exactly where their Team

stands relative to other teams.

Copy

right

201

3-20

14

Process Improvement:1. Process improvement is an objective

measure of Team learning.2. Sabre tracks the individual performance

measures and evaluate accordingly.3. GM’s monitor Team e-mails and other Team

activities.4. They also submit their own evaluations with

peer evaluations.

Copy

right

201

3-20

14

Thank you