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Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter expert since 1995. Her work appears in "The Multi-Generational Workforce in the Health Care Industry," and she has been cited in numerous publications, including journals and textbooks that focus on human resources management practices. She holds a Master of Arts in sociology from the University of Missouri-Kansas City. Ruth resides in the nation's capital, Washington, D.C.

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In a 2008 interview with American Society of Association Executives, Deb Keary, human resources director for the Society for Human Resource Management, cited two potential problems with telecommuting. One is if a telecommuter isn't suited to working outside the office, and the work suffers. The other is if the manager isn't suited to it or isn't comfortable with it. In that case, it won't work. "Not all managers are cut out to supervise telecommuters," she said. In addition, there are some occupations that obviously are unsuitable for telework arrangements, such as laborers and clinicians; however, positions that require minimal personal interaction may be very well suited to telecommuting from virtual offices.

SurePayroll finds that working remotely adds to productivity. Traditional management values may say “when the cat’s away, the mice will play,” but these new stats say otherwise. Because the water cooler is no longer and office politics are no longer an issue, people get things done faster. 86% of employees surveyed prefer to work alone. Just as importantly, 66% of management surveyed say that employees who work alone are telling the truth – they actually are more productive.

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Virtual work or telecommuting requires self-discipline, motivation and a tremendous amount of focus. Individuals who do their best work independently are often the happiest with telecommuting than workers who need to have regular contact with others. The managers who supervise telecommuters bear a large responsibility as well. Managing employees remotely can be very challenging, and it is ultimately the manager's responsibility for determining which of their employees demonstrate the necessary skills and traits for performing successfully in a remote location.

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GlobeSmart ProfileSM Debrief: Aperian Global offers GlobeSmart, the industry’s leading online cultural intelligence resource for improved cross-cultural understanding. This program will help business professionals leverage the GlobeSmart online learning tool and use cultural intelligence to work globally. Learning objectives include gaining knowledge into common behaviors influenced by culture, learning to overcome cultural gaps, and more. The GlobeSmart Profile is an online cultural inventory that allows users to learn about their own unique working styles, while also providing them with advice about working successfully with colleagues and people from other cultures. The profile is available in 13 languages.
Alienation from company. Even if remote workers avoid isolating themselves from other people, they may feel isolated from their company itself. They may find themselves unaware of recent company changes, or feel as though they are the last to hear company news because they aren’t physically present in the office. Some remote workers feel as though they’re overlooked for promotions because they aren’t in the office every day.
In all fairness, despite its glorious perks, being a personal assistant is not for everybody. You often need to sacrifice your own hopes and dreams for the sake of the person you work for, but making that sacrifice might just be the one thing that helps you reach something you never even dreamed of achieving. Just think about Pepper Potts in Iron Man: she started off as an assistant but ended up being in charge of the entire Stark Industries.

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Driving Team Performance: This program is specifically designed for teams that have been together for six months or more. It includes an in-depth assessment and unique benchmarking activities to monitor progress. You will receive internal and external feedback about how to improve your team, as well as specific feedback for the team leaders. The team will be given time to create an actionable plan for improvement. Focus points include developing a shared vision, skill building to improve areas of weakness, and more.
A virtual PA isn’t like an employee. In that, if you need to switch PAs or even use a couple of different ones for different tasks, there’s no emotional aspect involved. At ibLE, we match entrepreneurs with the best PA for them, but as our Co-Founders know, changing requirements can mean that a different PA becomes more suitable for a more-developed business. In this case, it’s easy to work with the right person for the job.
Created in 1966 as an early natural language processing (NLP) computer program that emulates a Rogerian psychotherapist, a clinical practice that allows clients to take more action and progression in discussions. This is also known as person-centered therapy. Developed by Joseph Weizenbaum, ELIZA, named after a character in the play Pygmalion by George Bernard Shaw, is generally known as the first chatbot.

With a virtual office, you never have to worry about scaling up or downsizing, nor do you have to go through the process of moving or relocating. Relocation can be a major impediment for businesses, taking a lot of time and creating huge costs, challenges, and complications. With a virtual office, there is no need to worry about relocation or other associated challenges.
Virtual work or telecommuting requires self-discipline, motivation and a tremendous amount of focus. Individuals who do their best work independently are often the happiest with telecommuting than workers who need to have regular contact with others. The managers who supervise telecommuters bear a large responsibility as well. Managing employees remotely can be very challenging, and it is ultimately the manager's responsibility for determining which of their employees demonstrate the necessary skills and traits for performing successfully in a remote location.
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