Hi, my name is Roberta Sawatzky.
I am a remote work advocate and a business professor focusing on
human resources and management at
Okanagan School of Business in British Columbia, Canada.
Today we're going to take a look at identifying,
screening for and nurturing critical competencies for success in a remote context.
We're living in an economy where a traditional view of work is being challenged.
No longer can we assume that work will happen within the walls of an office space.
Rather, terms like location independent,
office not required, or hybrid teams have become part of our business language.
Well, this is all positive.
What does it mean for those working or leading in a remote context?
In this session, we'll consider how this new reality must
inform who we hire and subsequently support,
and develop those individuals in such a way as to facilitate successful outcomes.
Before moving forward, let's be sure we are allocating the same meaning to terms used.
First of all, co-located.
We're talking about a company with all members working in a physical shared space.
Not to be confused with co-working,
which is a situation in which individual professionals work in
the same space as other people working for themselves or for different companies.
Distributed, this is an organization whose employees work entirely remote.
Some geographically distributed, they are location independent.
Finally hybrid, this is a company with
some team members who are co-located and some who work remotely.